In This Week's Newsletter:

• Opportunity Spotlight of the Week: DAF GUARD

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Strategic Engagement Plan

• Pricing Insights: Why PTW? A Detailed Look

Opportunity Alert – DAF GUARD

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of the Air Force, Global Unified Airbase Readiness and Defense (GUARD).

On May 8, 2026, the Contracting Office released an RFI to industry, seeking interesting parties ably to provide physical security and force protection electronic security systems, equipment, and system integration capabilities to the Air Forces Security Forces community. Questions on this RFI are due no later than 3:00PM ET on May 27, 2026, with RFI responses due June 8, 2026. The final RFP for this $1B IDIQ is tentatively planned for release around Q1FY27 with an anticipated award timeframe of June 2027. The competition type is currently unknown. Reach out to Hinz Consulting for any Capture Management, Competitive Analysis, Graphics, Price to Win, or Proposal support and continue to monitor SAM.gov for any updates in the procurement timeline.

Four to Follow

1. Department of Defense, Office of the Secretary of Defense (OSD), Manpower Personnel Testing Analysis Support Services (MPTA). On May 8, 2026, the Contracting Office released an RFI through OASIS+ UR, for a contractor to provide services that include development and maintenance of testing instruments such as the ASVAB and language proficiency tests, computer-based and cloud testing systems, and non-cognitive assessments. The Government anticipates release of the final RFP for this $218M opportunity by September 2026 via OASIS+ UR with a projected award timeframe of January 2027. The Competition type is currently unknown. Continue to monitor SAM.gov for and your eBUY portals for further information.

2. Department of Defense, Enterprise Network for Lifecycle Information Support and Technology (ENLIST). The US Military Entrance Processing Command (USMEPCOM) seeks support in eight task areas: program management, IT service management, IT system components support, enterprise IT services, IT technical training support, cybersecurity support, software engineering support, and data analysis.  According to the GSA AAS Dashboard, the final RFP for this $499M opportunity is set for release in July 2026 with an industry day and due diligence scheduled for June 1, 2026. The anticipated award timeframe is January 2027. Continue to monitor SAM.gov and GSA AAS for any changes to this opportunity.

3. Department of the Air Force, Information Assurance and Program Lifecycle Management Framework (PLMF). On May 6, 2026, GSA FAS AAS released an RFI for the following scope of services: project management, vulnerability assessments, development of cybersecurity plans, support for cloud hosting and DevSecOps environments, modeling and simulation, technical analyses, and support for emerging technologies and training initiatives. Responses are due no later than May 15, 2026. This $150M opportunity is set for release on or about June 12, 2026 with a projected award date of February 2027. The competition type is currently unknown. Continue to monitor SAM.gov for further movement on this effort.

4. Department of Defense, Biological Technologies Office (BTO), Artificial Intelligence (AI) First Mission Support Services. BTO has the need for technical, programmatic, independent assessments and analyses, outreach, administrative, documentation, briefing, graphics, website, event assistance, financial/program control, acquisition, concept development, technical expertise, background research and bibliographic research, risk assessment, small business innovation research (SBIR) management, and small business technology transfer (SBTT) testing, demonstrations, and transition support services. An Industry Day is currently scheduled for May 7, 2026. The final RFP for this $70M Full and Open/UR opportunity is set for release in May 2026 with an award of September 2026. Continue to monitor SAM.gov and your eBUY portals for any updates on this opportunity.

Strategic Engagement Plan

Contact John: john.amoriello@hinzconsulting.com

An effective Engagement Plan is the cornerstone of the capture process. It serves as a roadmap for managing stakeholder relationships, addressing client pain points, and aligning your solution with the customer’s definition of success.

1. Core Objectives

• Early Activation: Identify and build relationships with key decision-makers during the initial stages of the capture process.

• Strategic Alignment: Synchronize goals, timelines, and scopes with the specific roles and hierarchies of the issuing organization.

• Intelligence Gathering: Solicit and verify critical data regarding technical requirements, competitive landscapes, and pricing benchmarks.

2. Stakeholder Analysis

• Internal Coordination: Mapping roles for the Capture Manager, Solution Leader, Finance, Business Development, and Account Executives to ensure a unified front.

• External Mapping: Identifying the influencers and gatekeepers within the client organization.

3. Phase-Specific Activities

Engagement tactics must evolve alongside the deal lifecycle.

• Example: Prioritize Internal Strategy and Shaping Activities during the Pre-RFP Phase to influence the requirements before they are finalized.

4. Integrated Communications Plan

• Tactical Rhythm: Weekly pursuit status meetings to ensure team synchronization.

• Executive Oversight: Monthly briefings to review high-level capture status and strategic pivots.

• Targeted Outreach: Structured "Call Plans" for stakeholders, focusing on specific points of interest and relationship building.

5. Success Metrics

• Meeting Quality: Measuring the tangible outcomes and intelligence gained from stakeholder interactions.

• Milestone Velocity: Tracking progress against established Capture Milestone reviews.

6. Risk Management & Assumptions

• Proactive Tracking: Maintain a living document of risks and underlying assumptions encountered during stakeholder engagement.

• Mitigation: Continually update the risk profile as new information is uncovered.

7. Optimization & After-Action Review (AAR)

• Continuous Learning: Conduct formal "Lessons Learned" sessions following major pursuit milestones.

• Knowledge Management: Rigorously document insights to refine future capture efforts and organizational best practices.

Why PTW? A Detailed Look

Contact Gerrod: gerrod.andresen@hinzconsulting.com

The pace of change in federal procurement shows no signs of slowing down. Between shifting policy priorities, accelerating technology advances, and evolving acquisition strategies, pricing decisions are getting harder to make with confidence. What does Price to Win actually deliver beyond a target number in this environment? Here are three outcomes that make PTW worth the investment.

Risk Calibration

Without PTW, pricing decisions rely on judgment and margin targets alone. The result is predictable: bid too high and lose the award, bid too low and erode margin or create execution risk. A rigorous PTW analysis quantifies that risk by modeling competitor pricing behavior, giving decision makers a defensible basis for where to land.

Non-Advocate Assessment

Solution teams naturally anchor to their own approach. PTW provides an independent evaluation of program requirements and competing implementations that counteracts that bias. By objectively assessing what competitors are likely to propose and at what price, PTW prevents teams from overvaluing their solution and underestimating the field.

Strategic Discovery

A thorough, transparent PTW analysis often delivers value beyond the price target itself. The process of modeling competitor approaches can uncover alternative technical solutions, expose assumptions worth challenging, and reveal opportunities to ghost competitor strategies. The internal discussions PTW generates are frequently as valuable as the target it produces.

Hinz has PTW subject matter experts available to guide and advise you through the entire process, and our focus is on the best price, not necessarily the lowest.

• May 13-16th: BPC Denver in Denver, CO

• May 18-21st: SOF Week in Tampa, FL

• May 21st: 2026 Cyber Summit in Falls Church, VA

• June 1-4th: VETS26 Conference in New Orleans, LA

• June 18th: 2026 Army Summit in Reston, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: DAF ASTROS II

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Prime vs. Subcontractor Decisions

• Pricing Insights: The Strategic Sequence: From PTW to Pricing Solution

Opportunity Alert – DAF ASTROS II

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of the Air Force, Aerospace Systems Technical Research Operations Support Services (ASTROS II).

On April 30, 2026, the Contracting Office released a three-part series RFI package. Series 01 and 02 are for industry to provide responses to the RFI no later than May 21, 2026 at 4:00 PM PST. Series 03 is to announce an Industry Day will be held at Edwards AFB, CA at a future date, which will be posted to SAM.gov with Registration instructions, specific details, and the specific date/time of the event. The final solicitation for this $280M opportunity is estimated for release in November 2026 with an award for June 2027. The competition type is currently unknown. Reach out to Hinz Consulting for any Capture Management, Competitive Analysis, Graphics, Price to Win, or Proposal support and continue to monitor SAM.gov for any updates in the procurement timeline.

Four to Follow

1. Defense Intelligence Agency (DIA), Data Science Operations Requirement Exploitation and Enhanced Engineering (DORE3). On April 30, 2026, the Contracting Office released a Presolicitation notice with a Draft Solicitation document and to inform of solicitation specifications in the set-aside and procurement timeline. The final RFP for this $800M Full and Open/Unrestricted IDIQ is anticipated for release on or about May 14, 2026, with an estimated award in December 2026. Any classified material will be posted to NSA ARC. Continue to monitor SAM.gov and your eBUY portals for further information.

2. Department of Homeland Security (DHS), US Coast Guard (USCG), Data Analytics and Artificial Intelligence (DAAI) Support. The UCG requires a contractor to support the USCG’s DAAI organization by assisting with the establishment and operations of enterprise and domain business lines, strategic analysis, and development of AI capabilities. According to the latest APFS record, the final solicitation for this $100M Full and Open/Unrestricted effort is projected for June 18, 2026 via GSA MAS with an award anticipated for September 2026. Continue to monitor SAM.gov, APFS, and your eBUY portals for any changes to this opportunity.

3. Department of the Army, Corps of Engineers (USACE), LOCK and DAM 25 New 1200 FT Lock Project as part of the Navigation Ecosystem Sustainability Program (NESP). . On May 4, 2026, the Contracting office released a Presolicitation Notice to update industry about the procurement timeline. This opportunity involves the design, bid, and build of a new 1,200-foot lock chamber found on deep foundations, to be constructed riverward of the existing 600-foot lock chamber. This $500M Full and Open/Unrestricted opportunity is set for release on or about June 12, 2026 with a projected award date of February 2027. Continue to monitor SAM.gov for further movement on this effort.

4. Department of Homeland Security (DHS) US Citizenship and Immigration Services (USCIS), Microsoft 365 Management Operational Support and Enhancements (MOSE). USCIS has the need for a contractor to provide operations and maintenance services to operate, optimize, enhance, and maintain existing Microsoft 365 services, onboard new services, and plan strategies for future sustainment. DHS announced they intend to release an RFI for this effort in May 2026 via OASIS+ SB, with a final RFP for this $$24M effort projected for release in June 2026 and an award in February 2027. Continue to monitor SAM.gov and your eBUY portals for any updates on this opportunity.  

Prime vs. Subcontractor Decisions

Contact Nick: nick.mccauley@hinzconsulting.com

In previous Capture Corner articles, we’ve been discussing the nuances associated with product manufacturing type bids, from Production Readiness to Manufacturing Capacity and Supply Chain Risks. Once you’ve assessed those foundational elements, the next critical strategic decision is whether to pursue the opportunity as Prime or as a Subcontractor.

On the services side, the focus is usually on staffing, past performance, and managing the overall effort. On the product manufacturing side, many of those same considerations still apply, but they take on a much more concrete and consequential dimension. The key questions shift from “do we have the right labor categories?” to “do we have the skilled trades, facilities, and production resources to actually build the product at the required rate?” Additional layers unique to hardware include whether this is a new or modified product (triggering non-recurring engineering or NRE costs), first-article testing requirements, long-lead material commitments, and the real impact of any facility or workforce scaling on schedule and budget.

Why the Prime vs. Sub Decision Matters in Manufacturing Programs In hardware programs, the Prime bears full responsibility for delivery, quality, schedule, and compliance — including production execution. A mid-tier manufacturer with strong niche capability can win as Prime on smaller or more agile programs. However, on larger or more complex efforts, the risks of going Prime can quickly outweigh the rewards if your facility, supply chain, or contracting infrastructure has gaps.

Key questions Capture and BD teams should ask during qualification:

• Do we have credible recent production/delivery experience the customer will value?

• Can our facility and supply chain realistically absorb the program’s volume and schedule without major risk?

• Would teaming as a Sub with a strong prime improve our win probability and reduce execution risk?

• What are the trade-offs in margins, control, and past performance credit?

• Does the customer’s evaluation criteria favor primes with deep federal experience, or are they open to mid-tier primes with proven hardware delivery?

What should you do with this information? Document the trade-offs clearly in your Capture Plan. Use the Production Readiness Assessment and Capacity & Supply Chain Risk Assessment from the first two articles to inform the decision. If the risks are too high or the required capital investment is not feasible, that’s your signal it may be smarter to pursue as a Sub or even make a disciplined no-bid call.

Conversely, if your recent government deliveries, facility throughput, and supply chain strength give you a real edge, going Prime makes the most sense.

Practical Action for This Week Add a Prime vs. Sub Decision Matrix to your hardware Capture Plan. Score the opportunity on a simple 1–5 scale across these factors:

• Production readiness and capacity fit

• Supply chain resilience

• Federal contracting infrastructure gaps

• Customer preference for Prime experience

• Margin and risk implications

Review the matrix at every gate. Make the call early, before heavy investment. Then build your win strategy and customer shaping messages around the chosen path.

The earlier you make this call, the stronger and more credible your pursuit becomes.

The Strategic Sequence: From PTW to Pricing Solution

Contact Dr. Tom: tom.hudgins@hinzconsulting.com

In modern procurement, pricing is no longer just about cost recovery; it is about meeting a market-defined "must-cost" reality. To win, firms should move through a structured, three-step progression: Price-to-Win (PTW), Pricing Strategy, and the Pricing Solution.  In this article, we will also learn how pricing strategy is not the same as Price-To-Win.

1. The Analytical Foundation: PTW

The process begins with PTW, which establishes the price point the market demands. PTW is not just a guess, it is an estimate based on competitive intelligence (CI). CI provides the data—incumbent wrap rates, historical bid and customer award patterns, budgets and more; needed to model the winning threshold. This moves you from speculative estimates to a data-backed prediction. CI defines the "what it needs to cost" target based on reality, not internal desires.

2. The Bridge: Pricing Strategy

Once CI defines the target PTW, Pricing Strategy takes over. This is the decision-making phase where you determine exactly which levers to pull to hit the target. Strategy involves adjusting internal variables such as direct labor categories, optimizing fringe or overhead rates, and evaluating the use of new indirect rates or "off-site" pools to lower the multiplier. It also includes tactical decisions like aggressive labor mapping or accepting lower margins to penetrate a new market. While PTW tells you where the finish line is, Strategy defines the mechanical adjustments required to cross it.

3. The Execution: The Pricing Solution

Finally, these strategic decisions are codified in the Pricing Solution. This is the technical execution—building the cost model, finalizing the price volume, and ensuring all mathematical justifications align with the overarching strategy.

By following this sequence, the final price becomes a strategic asset. It shifts the conversation from "what we want to charge" to "how we will win," ensuring the proposal is both competitive and profitable.

• May 13-16th: BPC Denver in Denver, CO

• May 18-21st: SOF Week in Tampa, FL

• May 21st: 2026 Cyber Summit in Falls Church, VA

• June 1-4th: VETS26 Conference in New Orleans, LA

• June 18th: 2026 Army Summit in Reston, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: VA EDGE

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Importance of Pricing Summaries

• Pricing Insights: GSA MAS Refresh

Opportunity Alert – VA EDGE

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of Veterans Affairs (VA), Enterprise Digital Government Enablement (EDGE).

The Department of VA has a requirement for the integration of emerging technologies such as AI and Machine Learning with SaaS, Platform-as-a-Service (PaaS), and low code/no code (LCNC) platforms. According to the March 2026 industry day, the Government anticipates this $1.9B opportunity to be released in Q1 FY2027 with an award anticipated for Q2 FY2027. The competition type is currently unknown. Reach out to Hinz Consulting for any Capture Management, Competitive Analysis, Graphics, Price to Win, or Proposal support and continue to monitor SAM.gov for any updates in the procurement timeline.

Four to Follow

1. Department of Homeland Security (DHS), US Coast Guard (USCG), Cyber Command (CGCYBER) Integrated Operations Management (IOM). The CGCYBER has as a requirement for a contractor to provide technical, operational, administrative, and security management services in the field of cyber, along with analytical support and technical subject matter expertise (SME) for the CGCYBER Branch. On April 24, 2026, the Contracting Office released an updated APFS record to list the new solicitation release date for this $100M Full and Open/Unrestricted for May 28, 2026 with an estimated award of July 2026, via GSA MAS. Continue to monitor SAM.gov and your eBUY portals for further information.

2. Department of Veterans Affairs (VA), Enterprise Digital Government Enablement (EDGE). On April 17, 2026, Army released draft solicitation documents, to include that draft RFP and draft Attachment 1 document with questions due no later than 4:00 PM ET on May 1, 2026. The partnership needed by the Army covers basic and applied research as well as advanced technology development. The final RFP for this $400M IDIQ is set for release in May 2026 with an award set for September 2026. The competition type is currently unknown. Continue to monitor SAM.gov for any changes to this opportunity.

3. Department of Homeland Security (DHS), Immigration and Customs Enforcement (ICE), Conductive Energy Weapons (CEW). DHS has released an updated APFS forecast record to provide industry with notice of the release date for the final solicitation. DHS ICE anticipates this $100M IDIQ to be released May 15, 2026, with an estimated award of Q4 FY2026. ICE is seeking to expand its CEW program to support additional agents and officers and introduce advanced trainings such as Virtual Reality (VR). The competition type is currently unknown. Continue to monitor SAM.gov for further movement on this effort.

4. Department of the Army, National Guard Bureau (NGB), Enterprise Data and Artificial Intelligence (AI) Program. The Army requires a contractor to design, develop, and implement a scalable, interoperable, and secure data ecosystem that integrates disparate data sources across the Army National Guard, Air National Guard, NGB Joint Staff and other pertinent areas of operation. The Army is anticipating final release for this effort on or around July 2026, with a potential award time of November 2026. The value and competition is currently unknown at this time. Continue to monitor SAM.gov for any updates on this opportunity. 

Importance of Pricing Summaries

Contact John: john.amoriello@hinzconsulting.com

In Government contracting, the Pricing Summary is often the most scrutinized section of a proposal. While the Technical Volume proves you can do the work, the Pricing Summary convinces the Evaluation Committee that your organization can do it efficiently, realistically, and with minimal risk.

It serves as the bridge between your operational solution and the financial reality of the contract. Some critical elements to consider are as follows:

1. Establishing Price Reasonableness and Realism

The Government is legally obligated to ensure they aren't overpaying, but they are equally concerned about "low-ball" bids that jeopardize project success.

• Price Reasonableness: Proves your prices are fair compared to the market, historical data, or independent Government estimates (IGEs).

• Price Realism: Demonstrates that you actually understand the scope. If your price is significantly lower than competitors, the Government may fear you’ve misunderstood the requirements or will "buy-in" and then fail to perform.

2. Risk Mitigation for the Evaluator

A detailed pricing summary reduces the "perceived risk" for the Contracting Officer (CO).

• Transparency: By breaking down Labor Categories (LCATs), Wrap Rates, and Other Direct Costs (ODCs), you show the Government exactly where their money is going.

• Consistency: It ensures that your technical approach matches your cost approach. If your technical narrative mentions 10 Senior Engineers but your pricing summary only accounts for 5, it creates a "compliance gap" that can lead to disqualification.

3. Facilitating the Best Value Determination

In Best Value Tradeoff acquisitions, the Government looks for the optimal balance between technical merit and cost.

• A well-structured summary allows the evaluator to quickly see the Value Proposition.

• It highlights cost-saving measures (like automation or lean management structures) that justify a higher technical rating without a prohibitive price tag.

GSA MAS Refresh

Contact Dr. Tom: tom.hudgins@hinzconsulting.com

GSA is now shifting to use of Transactional Data Reporting (TDR) versus the previously preferred Most Favored Customer (MFC) process. GSA Transactional Data Reporting (TDR) is a program that requires GSA contract holders to report detailed data on individual purchases made against their contracts, rather than submitting the traditional Commercial Sales Practices (CSP) disclosures and price reduction clauses. This is a welcome change, and I am talking from experience.

The GSA MAS Refresh 31, released in April 2026, represents a fundamental pivot in how the federal government manages commercial pricing. The primary catalyst for this refresh is the formal sunsetting of the Price Reduction Clause (PRC) for all contractors transitioning to Transactional Data Reporting (TDR). By removing the "tracking customer" requirement, GSA has effectively traded a reactive compliance mechanism for a proactive, data-driven oversight model.

For your PTW strategy, the mandatory expansion of TDR to over 110 Services SINs is the most critical impact. Contractors are no longer penalized for offering deeper discounts to commercial clients, provided those discounts don't reflect a shift in their "standard" commercial practices. However, this freedom comes with a "Digital Tax": the new FAS Catalog Platform (FCP). The GSA now uses automated bots to perform horizontal price comparisons. If your labor rates for an "Advanced Lab Scientist" are 15% higher than the median for NAICS 541715, the system will auto-flag your schedule for a "Price Realism" audit during your next option period.

The Refresh also introduces specific clauses regarding Joint Ventures (JVs) and Small Business Subcontracting. GSA is tightening the "limitations on subcontracting" monitoring, requiring more granular reporting of how much work is performed by the prime versus the subcontractor. For high-overhead R&D firms, this means that "pass-through" revenue is under more scrutiny than ever.

From a Price-to-Win perspective, Refresh 31 means your "Basis of Estimate" (BOE) must now be anchored in market-facing data rather than just internal cost-plus modeling. Since the Government can now see exactly what other agencies paid for similar services in real-time, the "information asymmetry" that contractors once used to defend high margins is disappearing. Success in the post-Refresh 31 era requires a "lean" GSA schedule that prioritizes volume and data accuracy over high-ceiling "ceiling rates."

This does not make it completely easy to get on schedule because there is still justification that one has to do but in my professional opinion, doing away with MFC and the always potential threat of PRC’s is a great thing!

• April 29-May 1st: OpenGov Conference 2026 in Chicago, IL

• May 13-16th: BPC Denver in Denver, CO

• May 18-21st: SOF Week in Tampa, FL

• May 21st: 2026 Cyber Summit in Falls Church, VA

• June 1-4th: VETS26 Conference in New Orleans, LA

• June 18th: 2026 Army Summit in Reston, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: USMC GSCC-MC

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Manufacturing Capacity & Supply Chain Risks

• Pricing Insights: ROI and PWin

Opportunity Alert – USMC GSCC-MC

Contact Katie: katie.clatterbuck@hinzconsulting.com

United States Marine Corps (USMC), Post Deployment Sustainment Support (GSCC-MC).

On April 16, 2026, the USMC Contracting Office released a sources sought notice inviting contractors capable of supporting solution development environments, enterprise training and training devices, and product lifecycle service transition for change requests, engineering change proposals, and other system enhancements to respond. Questions on this RFI are due no later than 12:00 PM ET on May 1, 2026, with responses due no later than 5:00 PM ET on May 14, 2026. The final RFP for this $500M IDIQ is scheduled for release in July 2027, with a projected award date of February 2027. The competition type is currently unknown. Reach out to Hinz Consulting for any Capture Management, Competitive Analysis, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov for any updates in the procurement timeline.

Four to Follow

1. Department of Commerce, National Oceanic and Atmospheric Administration (NOAA), NCEI Northeast Regional Climate Center (NRCC). NOAA has a continuing need for a contractor to support the development of regional datasets, tools, and web-based climate data applications, and to provide expertise in integrated regional services, such as early warning and response to extreme weather and climate events. The final RFP for this $10M IDIQ is projected to be released in May 2026, with an anticipated award date of August 2026. The competition type is currently unknown. Continue to monitor SAM.gov for further information.

2. Department of the Army, Research Laboratory Trusted Partner Program. On April 17, 2026, the Army released draft solicitation documents, including the draft RFP and draft Attachment 1 document, with questions due no later than 4:00 PM ET on May 1, 2026. The partnership needed by the Army covers basic and applied research as well as advanced technology development. The final RFP for this $400M IDIQ is scheduled for release in May 2026, with an award in September 2026. The competition type is currently unknown. Continue to monitor SAM.gov for any changes to this opportunity.

3. Department of the Navy, US Marine Corps (USMC) Aviation Distributed Virtual Training Environment III (ADVTE III). The USMC requires a contractor to implement planned upgrades and enhancements to the fielded baseline of ADVTE across Marine Aviation Training System Sites and other access points, including upgrades to NECCs and the USMC Tactical Environment, interoperability assessments, and implementation of new solutions to support distributed mission and live, virtual, constructive (LVC) training. The final RFP for this $45M IDIQ is estimated to be released in June 2026, with an award in March 2027. The competition type is currently unknown. Continue to monitor SAM.gov for updates on this effort.

4. Department of the Navy, Cybersecurity Engineering Technology Implementation and Operational Support. The Navy needs a contractor to provide cybersecurity engineering expertise, implement relevant technologies, and support ongoing operational needs. The final RFP for this $250M Small Business set-aside is expected to be released in June 2026 via SeaPort NxG, with an anticipated award in June 2027. Continue to monitor SAM.gov and your SeaPort portals for any updates on this opportunity.

Manufacturing Capacity & Supply Chain Risks

Contact Nick: nick.mccauley@hinzconsulting.com

In my previous Capture Corner article, I shifted focus from my usual services-side discussions to the unique challenges of hardware, platform, and manufactured-product pursuits. I highlighted why Production Readiness must be evaluated early, rather than becoming an execution problem. Once you’ve assessed Production Readiness, the next critical step is digging deeper into Manufacturing Capacity and Supply Chain Risks.

On the services side, capacity is usually measured in full-time equivalents, clearance levels, or available labor categories. On the product side, capacity is far more concrete and unforgiving: it’s about physical throughput, facility constraints, and whether your supply chain can support the program’s likely volume and schedule.

Why Manufacturing Capacity Matters in Capture: Customers — especially government customers — are increasingly focused on realistic delivery. They want to know if you can actually produce the required number of units without massive delays or cost overruns. Overstating capacity during shaping or in your response can lead to the same problems discussed in my last article: damaged credibility or winning work you can’t execute profitably.

Closely related — and equally important — is Supply Chain Risk Management. On the government side, this directly ties into CMMC flow-down requirements, supplier location (TAA/Buy American compliance), the need for backup suppliers, and other certifications (ISO, AS9100, etc.). Capture teams that ignore supply chain realities early often discover too late that a seemingly winnable opportunity carries hidden execution or compliance risk.

Key questions Capture and BD teams should ask during qualification:

• What is our production capacity, and how does it compare to the opportunity’s demand?

• Are there facility bottlenecks — square footage, equipment availability, or product testing locations?

• Can we scale the workforce (skilled trades like welders, electricians, or composite technicians) in time?

• What capital investments or changes in shifts would be required? (Would we need to create a whole new warehouse/production line, and will corporate approve this?)

• Make/Buy decisions: Is it more advantageous to manufacture key components in-house or to outsource them to a supplier with proven capacity and expertise?

Supply Chain Risks – The Hidden Trap: Supply chain issues have become one of the biggest differentiators (and risks) in hardware programs. Capture teams need to surface these early:

• Long-lead items and their current lead times

• Single source or foreign-dependent suppliers leading to TAA or Buy American issues

• Obsolescence risks

• Supplier financial health and past performance on similar programs

What should you do with this information? Put it into a living risk register with clear mitigation plans and owners. This is also the point where you evaluate make/buy trade-offs in detail. Review everything at every gate. If the risks are too high, mitigation timelines are unrealistic, or the required capital investment is infeasible, that’s your signal that it may be a bridge too far. In those cases, document the specific reasons for the no-bid decision thoroughly. If the Capture/BD team sees significant long-term value in the opportunity, provide leadership with both the no-bid rationale and a concise business case for future pursuit — including any recommended corporate investment that would position the company to win the next similar program. Starting robust Capture Planning well in advance gives you and your leadership time to make these critical calls before it is too late.

Practical Action: Add a Manufacturing Capacity & Supply Chain Risk Assessment to your hardware Capture Plan. Use a simple red/yellow/green scoring system or table that answers:

• Current vs. required capacity for the program’s peak production year

• Top 5 long-lead or high-risk items and mitigation plans

• Supplier teaming or dual-sourcing needs (including make/buy recommendations)

• Any facility upgrades or workforce hiring timelines required

Important note for Capture and BD Professionals: You are not expected to be manufacturing or supply chain subject-matter experts — that is not your job. However, it is your job to understand how capacity constraints and supply chain realities directly affect win probability, pricing, schedule credibility, and risk. More importantly, it is your job to turn those realities into strengths. A resilient domestic supply chain, proven throughput, or smart make/buy strategy can become powerful win themes that differentiate you from competitors. The sooner you identify the right people (production managers, supply chain leads, quality engineers) and pull them into the capture effort, the more accurate — and competitive — your plan becomes.

Review this assessment at every gate. If capacity gaps exist, decide early whether to pursue as Prime, bring in a manufacturing teammate, or adjust your pursuit strategy. During customer shaping meetings, a high-level discussion of your realistic capacity often builds more trust than vague promises of “being built for scalability.”

ROI and PWin

Contact Dr. Tom: tom.hudgins@hinzconsulting.com

When we talk about Price-to-Win (PTW), it's more than just crunching numbers—it’s a practical tool for driving real, sustainable growth. If you make PTW part of your business development process, it shifts from being a simple pricing task to a smart investment that delivers lasting value.

Maximizing Return on Investment (ROI): ROI in the proposal world is often measured by how effectively you spend your Bid & Proposal (B&P) dollars. The ROI on PTW includes:

• Selective Resource Allocation: The most expensive mistake a company can make is bidding on a "must-win" contract that is actually a "can't-win" based on price. PTW provides the data to kill low-probability pursuits early. By redirecting those funds toward bids where you have a clear price advantage, you naturally increase the ROI of your entire B&P budget.

• Optimizing Profit Margins: Without PTW, teams often "sandbag" their bids—either pricing too high to be safe (and losing) or pricing too low to be competitive (and winning a contract with zero margin). PTW identifies the "ceiling"—the highest possible price you can bid while remaining the winner. This protects your bottom line and ensures that the contracts you do win are actually profitable.

• Efficiency in Solutioning: PTW sets a "cost to target" for the technical team. Instead of over-engineering a solution that the customer can’t afford, engineers can design to a specific price point, reducing the time spent on multiple design iterations.

Driving the Probability of Win (PWin): PWin is a measure of confidence, and PTW is the data that justifies that confidence. It increases your win rate through:

• Competitor Shadow Bidding: By modeling your competitors' wrap rates and historical behaviors, you aren't just guessing their price; you are anticipating their strategy. If you know a competitor typically bids a 4% annual escalation but the market standard is 2%, you can exploit that gap to offer better long-term value.

• Technical-Price Alignment: In "Best Value" evaluations, the customer weighs technical merit against cost. PTW helps you find the "Trade-off Point"—the exact level of technical superiority required to justify a specific price premium.

• Mitigating Evaluator Risk: A bid that is too low can be flagged for "price realism" issues, while a bid that is too high is simply non-competitive. PTW ensures your bid sits right in the "Zone of Reasonableness," signaling to the evaluators that you fully understand the requirement and the market.

Ultimately, PTW transforms your bid from a defensive posture into an offensive strategy. It gives leadership the "financial courage" to make aggressive moves, knowing they are backed by rigorous competitive analysis rather than gut feeling.

• April 22nd: 2026 Digital Transformation Summit in McLean, VA

• April 22-24th: LeadsCon in Las Vegas, NV

• April 29-May 1st: OpenGov Conference 2026 in Chicago, IL

• May 13-16th: BPC Denver in Denver, CO

• May 18-21st: SOF Week in Tampa, FL

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: DLA SOE TLS 6

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Diverse Business (SDB) Enterprises

• Pricing Insights: The Strategic Value of Price-to-Win

Opportunity Alert – DLA SOE TLS 6

Contact Katie: katie.clatterbuck@hinzconsulting.com

Defense Logistics Agency (DLA), Special Operational Equipment (SOE), Tailored Logistics Support (TLS) Program 6.

The DLA is expected to release the 6th generation of support for the SOE TLS Program. Support includes establishing relationships with manufacturers, securing the best commercial pricing, supporting customers throughout all stages of the inquiry process, managing global shipments and deliveries, and providing visibility into transportation. The scope includes special operational equipment and related supplies, such as survival gear, tactical equipment, personal protective equipment, protective eyewear, scuba and diving gear, communication devices, lifesaving and search-and-rescue equipment, air crew support items, and various protective and load-carrying equipment. This $60B, full and open/unrestricted, multiple award IDIQ is anticipated to be released around January 2027, with an expected award in December 2030. Reach out to Hinz Consulting for any Capture Management, Competitive Analysis, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov for updates to the procurement timeline.

Four to Follow

1. Department of Justice, Drug Enforcement Administration, AI-driven Supply Chain Analytics Platform. On April 10, 2026, the Contracting Office issued an RFI requesting that industry provide AI-powered supply chain analytics tools to enable and support investigations into the supply chains of precursor and essential chemicals used in synthetic drug production. Responses to this RFI are due no later than April 27, 2026, by 2:00 PM ET.  The competition type and contractor value are currently unknown. The final RFP is projected to be released around the end of FY 2026. The award date is unknown. Continue to monitor SAM.gov for further information.

2. Department of the Navy, Red Hill Water Treatment Facility, Joint Base Pearl Harbor Hickam, Hawaii (P-716). The Department of the Navy needs to construct a 10-million-gallon-per-day (MGD) water treatment facility to reconnect the Red Hill Shaft to the Navy drinking water system and stop discharges into Halawa Stream. The final RFP for this $500M opportunity is expected to be released around July 2026, with an award by October 2026. The competition type is unknown. Continue to monitor SAM.gov for updates on this opportunity.

3. Department of the Air Force, Modeling, Simulation, and Integration (MS&I) at Virtual Warfare Center. The USAF requires alternative options for conducting MS&I work in a multi-level security environment, currently performed at the Virtual Warfare Center. Contractors are to provide operator-in-the-loop modeling and simulation capabilities to support large-scale events involving tactical operators, virtual simulations, and advanced threat scenarios. The final RFP for this $250M opportunity is expected to be released around September 2026, with an award expected around April 2027. The competition type is currently unknown. Continue to monitor SAM.gov for updates on this effort.

4. Department of the Navy, Cyber Security Support. On April 8, 2026, the Contracting Office issued a sources sought notice inviting industry to respond to the RFI and draft solicitation requirements. Work includes providing enterprise-wide IT services supporting NAVAIR and its customers, including IT, Information Management, and Information Assurance products and services across Navy networks and systems. The final RFP for this $500M IDIQ is estimated to be released in April 2027, with a projected award in March 2028. The competition type is currently unknown. Continue to monitor SAM.gov for updates on this opportunity.

Diverse Business (SDB) Enterprises

Contact John: john.amoriello@hinzconsulting.com

In the Public Sector market, partnering with Diverse Business Enterprises (DBEs) is more than just a checkbox—it is a critical driver of proposal success. Because SLED opportunities rely heavily on strategic local partnerships, effective DBE utilization is often the deciding factor in a winning bid.

Key advantages of prioritizing these partnerships include:

Mandatory Compliance: Most Federal, State, and Local entities require bidders to meet specific diversity participation goals. Failure to meet these benchmarks can result in disqualification or non-compliance during the contract term.

Competitive Differentiation: Robust DBE integration improves your technical score. It sets your firm apart from competitors and demonstrates a sophisticated understanding of the client's procurement goals.

Expanded Network & Reach: Collaborating with diverse firms opens doors to new client engagements, provides local market intelligence, and strengthens your firm’s community presence.

Funding & Eligibility: Many Federal, State, and Local Government contracts are explicitly tied to diversity benchmarks. Without a clear utilization plan, your organization may be ineligible for certain high-value funding streams.

Social & Economic Impact: Demonstrating a commitment to economic inclusion strengthens your overall value proposition and reflects a corporate culture aligned with the Public Sector’s mission to support underrepresented businesses.

Bottom Line: A proactive approach to DBE inclusion doesn't just fulfill a requirement—it maximizes your probability of a win and accelerates your growth across the Public Sector landscape.

The Strategic Value of Price-to-Win

Contact Dr. Tom: tom.hudgins@hinzconsulting.com

Recently, I have been asked by many contacts about the importance of PTW in bids.  At a high level, PTW offers many benefits, such as improved Return on Investment (ROI) and PWin, but there are more.

Price-to-Win (PTW) is the strategic "reality check" that keeps a company from bidding in a vacuum. In high-stakes contracting, it’s easy to fall into tunnel vision, focusing solely on internal costs and desired margins. PTW shifts the lens outward, using competitive intelligence to determine what it will actually take to beat the field. It’s the difference between throwing a number at the wall and having a data-driven roadmap to the winner’s circle.

One of the biggest reasons to lean into PTW is that it helps you avoid "B&P burnout." We’ve all seen teams spend thousands of hours and significant budget on a proposal that was never going to win because the price target was fundamentally misaligned with the company’s cost structure. PTW provides an early warning system. By simulating a competitor’s "shadow bid," you can see whether their lean overhead or aggressive labor mix makes the target price unreachable. This allows leadership to make a hard "No-Bid" decision early, preserving resources for a fight you can actually win. Additionally, a company might realize that its internal cost structure (indirect rates) is excessive and consider recalculating indirect rates and cost centers.

Furthermore, PTW helps you move beyond the "race to the bottom." In Best Value procurements, the goal isn't always to be the cheapest. PTW identifies the "sweet spot" where you can justify a premium for your unique expertise or technical differentiators without pricing yourself out of the running. It also serves as the ultimate bridge between your technical and finance teams. It sets a "cost envelope" that keeps the solution realistic, ensuring that what the engineers design is something the market will buy.

Ultimately, PTW turns competitive behaviors—such as analyzing GSA escalation rates and historical pricing trends—into a tactical advantage. It shifts the conversation from "What do we want to charge?" to "What does the market require to win?" It provides the statistical confidence to bid aggressively, protect your margins, and scale your business strategically.

• April 13-16th: Space Symposium in Colorado Springs

• April 22nd: 2026 Digital Transformation Summit in McLean, VA

• April 22-24th: LeadsCon in Las Vegas, NV

• April 29-May 1st: OpenGov Conference 2026 in Chicago, IL

• May 18-21st: SOF Week in Tampa, FL

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: DON AEWTRR-II

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Production Readiness: The Missing Link

• Pricing Insights: Why SWOT Analysis Matters in PTW

Opportunity Alert – DON AEWTRR-II

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of the Navy, Aircrew Electronic Warfare Tactical Training Range (AEWTRR-II). 

The Department of the Navy requires contractors to provide software development, modeling, prototyping, validation, and support for tactical combat training systems, range debriefing systems, and live-virtual-constructive systems. The final RFP is anticipated to be released around November 2026, with an award date of March 2027. Reach out to Hinz Consulting for any Business Development, Competitive Analysis, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov for any updates to the procurement timeline.

Four to Follow

1. Department of the Army, Army Corps of Engineers (USACE), Precision Guided Munitions Facility at Nellis Air Force Base (AFB), NV. On April 3, 2026, the Contracting Office released a sources sought notice inviting industry to submit a capability statement for the design, construction, and installation of a Precision Guided Munitions (PGM) Facility at Nellis AFB, NV. Responses are due no later than 12:00 AM PT on April 24, 2026. The projected release of the final RFP for this $50M opportunity is June 2026, with an estimated award timeframe of November 2026. The competition type is currently unknown. Continue to monitor SAM.gov for further information.

2. National Geospatial-Intelligence Agency (NGA), Foundation Sustainment Support, Software, and Integration (FS3i). On April 3, 2026, the Contracting Office released a link to the Bidder Library notice to include the final draft Q&As, industry day event slides, and the bidder’s library. The FS3i contract requires support for mission areas such as aeronautical, maritime, topographic, geopolitical geography, elevation, geodesy, and controlled imagery, as well as content management and dissemination of source data across the NGA enterprise. The Government anticipates the final RFP for this $721M full and open/unrestricted IDIQ to be released in June 2026, with a projected award date of December 2026. Continue to monitor SAM.gov for any changes to this opportunity.

3. Department of the Air Force, KC-135 Center Console Refresh (CCR) Revision 2. On April 3, 2026, the Contracting Office released a notification to inform industry of the availability of Q&As, information on the Aircraft Tour, and additional documents for the Bidder’s Library. The Air Force requires a contractor to improve system performance, supportability, and future growth to sustain KC-135 operations through 2040 and beyond. The final RFP for this $700M full and open/unrestricted IDIQ is anticipated to be released in May 2026, with an award in September 2026. Continue to monitor SAM.gov for further movement on this effort.

4. Department of the Army, Base Operations Support Services (BOSS), Fort Benning, Georgia, and Alabama. On April 2, 2026, the Contracting Office issued a notice on SAM.gov to inform industry of its intent to release the final solicitation within 30 to 60 days. The Army requires the contractor to provide quality base operations non-personnel support services that are flexible, efficient, and cost-effective, using a performance-based approach. This $402M small business set-aside is scheduled for release by June 2026 at the latest, with a projected award in October 2026. Continue to monitor SAM.gov for any updates on this opportunity. 

Production Readiness: The Missing Link

Contact Nick: nick.mccauley@hinzconsulting.com

Over the past several months, my Capture Corner contributions have focused on the services and professional services sectors of GovCon. We’ve discussed stakeholder shaping, past performance strategies, solution development, teaming, and proposal discipline. These fundamentals remain crucial. However, when dealing with hardware, platforms, manufactured products, or systems, the approach changes considerably. For services, a “solution” primarily involves people, processes, and performance. For products, the solution must be designed, built, tested, scaled, and delivered through an actual production line. This introduces a vital early gate that many BD and Capture teams underestimate until proposal time or, worse, after award: Production Readiness. This issue is not solely a Program Manager’s concern.

What does Production Readiness mean? In government contracting, it is the stage where your design is stable, your manufacturing processes are proven, and your facility and supply chain can deliver the required quantity, quality, and schedule without unacceptable risk to cost, performance, or delivery.

It draws on formal concepts such as the DoD/NASA Production Readiness Review (PRR), which typically occurs after the Critical Design Review (CDR). The PRR determines if you are ready to move into low-rate or full-rate production. Related is the Technology Readiness Level (TRL), which assesses the maturity of key technologies on a 1–9 scale. While TRL focuses on whether the technology functions in a relevant environment, PRR evaluates if the organization can produce it at scale.

Key areas typically assessed include:

• Design producibility and stability

• Manufacturing process capability and controls

• Facility and equipment capacity

• Workforce (skilled trades, scaling plans)

• Supply chain (long-lead items, single points of failure, DMSMS)

• Quality systems and compliance (e.g., ISO, AS9100)

• Testing and first-article requirements

Why do BD and Capture professionals need to understand this early? Too often, Capture teams sell based on technical capability or the “art of the possible,” only to discover later that the product isn’t on the near-term roadmap, that key components have 18–24-month lead times, or that the factory is already at capacity. This leads to two painful outcomes: (1) the company appears unrealistic or unreliable during shaping or orals, or (2) you win the work and then struggle (or fail) to execute — damaging reputation, margins, and future opportunities.

These risks have even greater significance today. The January 2026 Executive Order “Prioritizing the Warfighter in Defense Contracting” (EO 14372) directs the Secretary of War to identify underperforming contractors—particularly those failing to invest in production capacity or deliver on schedule—and imposes restrictions such as limits on stock buybacks, dividends, and executive compensation during periods of underperformance. An Early Production Readiness assessment helps protect your company from falling into this category. It also shields the company from over-promising and enables you to develop realistic requirements with the customer.

Key Nuances on the Product Side (vs. Services) Here are practical differences Capture/BD teams must consider:

• Regulatory & Compliance Layers — Services often focus on labor categories and past performance. Hardware includes Trade Agreements Act (TAA) compliance, and Buy American rules may also apply. For defense programs, you might need to address specialty metals or other domestic sourcing requirements.

• Cybersecurity & Accreditation — If the program involves Controlled Unclassified Information (CUI), CMMC Level 2 (based on NIST SP 800-171) is often required for DoD contracts. For purely federal civilian agencies, CMMC may not yet be mandatory, but similar cybersecurity safeguards are becoming more common. When producing items like satellites with NSA Type 1 encryption, additional strict security and handling requirements apply, affecting facilities, personnel clearances, and processes.

• Facility & Workforce Realities — Can your plant handle the volume and timeline? A shipyard producing multiple vessels, a factory making doors, or a line building satellite components each face very different throughput constraints, skilled labor needs, and capital equipment considerations.

Practical Action for Capture Teams: Add a Production Readiness section to every hardware Capture Plan. Use a simple scoring matrix or checklist covering:

• Current vs. required production capacity

• Long-lead items and supply chain risks

• Compliance gaps (TAA, CMMC, quality certifications)

• Workforce and facility scaling plan

• Risk mitigation steps

Share a high-level (non-sensitive) production roadmap during customer shaping meetings. This roadmap usually highlights key milestones such as design freeze, long-lead procurement, facility setup, first-article testing, and initial production volumes. Sharing it boosts credibility because it shows you’ve thought practically about execution — not just the technical “what,” but the realistic “how and when.”

Capture success often depends on key personnel resumes and proven past performance. Hardware capture is effective when backed by credible evidence that you can build and deliver the product on time and within budget. The sooner the Capture and BD teams address production realities, the stronger your position to win — and the lower the risk of winning work that isn’t profitable to execute.

Why SWOT Analysis Matters in PTW

Contact Dr. Tom: tom.hudgins@hinzconsulting.com

The primary goal of PTW is to identify the best price that wins the contract while staying profitable. To do this effectively, you can't operate in isolation. A competitor SWOT (strengths, weaknesses, opportunities, threats) offers the contextual knowledge needed to go beyond guesswork. By examining a rival’s internal strengths and weaknesses, as well as external opportunities and threats, we move from “guessing the price” to “predicting the strategy.”

• Identifying Competitive Gaps

By mapping a competitor’s weaknesses, we identify their vulnerabilities. For example, if a rival has high corporate overhead or aging infrastructure, they will likely struggle to match a lean pricing model. This allows us to emphasize our own efficiencies in the proposal, effectively highlighting their shortcomings without naming them directly.

• Anticipating Pricing Aggression

A competitor’s strengths dictate their pricing floor. If a rival has a dominant market share or significant economies of scale, they are positioned to bid aggressively low to "buy" the work. Recognizing this early allows the PTW team to decide whether to compete on price or to pivot the value proposition toward superior technical quality or lower risk.

• Mitigating External Risks

Assessing opportunities and threats helps us see the market from the competitor's perspective. Are they desperate for a win to satisfy shareholders? That "threat" to them becomes a "risk" for us, as they might submit a "suicide bid" (pricing below cost) just to stay competitive.

The Strategic Edge

Ultimately, a SWOT analysis transforms PTW from a simple mathematical exercise into a competitive maneuver. It ensures our final number isn’t just a reflection of our costs but a calculated response to the specific procurement landscape. It allows us to build a winning bid that is both defensible and strategically positioned to outmaneuver the field.

• April 9th: Fed Expo 2026 in Washington DC

• April 13-16th: Space Symposium in Colorado Springs

• April 22nd: 2026 Digital Transformation Summit in McLean, VA

• April 22-24th: LeadsCon in Las Vegas, NV

• April 29-May 1st: OpenGov Conference 2026 in Chicago, IL

• May 18-21st: SOF Week in Tampa, FL

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: DAF AFCAP VI

• Four To Follow: Four Interesting Pursuits

• Capture Corner: A Winning Value Case

• Pricing Insights: The Shadow Bid: Competitive Emulation

Opportunity Alert – DAF AFCAP VI

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of Air Force, Air Force Contract Augmentation Program VI (AFCAP VI).

The Air Force seeks multiple contractors capable of rapidly providing resources and management support for worldwide missions, including humanitarian operations, peacekeeping, disaster response, and military exercises. Work includes, but is not limited to, contingency planning and deployment support, training and equipping of forces, emergency and contingency construction, logistics, commodities, and services. This $15B multiple-award, Full and Open/Unrestricted IDIQ is expected to be released in Q1 FY2027, with an anticipated award in April. Reach out to Hinz Consulting for any Business Development, Competitive Analysis, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov for any updates in the procurement timeline.

Four to Follow

1. Department of Health and Human Services, Food and Drug Administration (FDA), Sentinel 3. The DHHS/FDA needs a contractor to acquire, license, and govern healthcare data, support interoperability, and deliver informatics tools. The final RFP for this $310M Full and Open/Unrestricted IDIQ is expected to be released by July 2026, with a projected award in September 2027. Continue to monitor SAM.gov and your eBuy portals for further updates on this opportunity.

2. Department of State, Global Acquisitions, Diplomatic Platform Support Services II (DiPSS II). On March 26, 2026, the Contracting Office issued a sources sought notice for contractors to provide support in program management, construction, life support services, logistics and supplies, medical and emergency support, operations and maintenance, and security support services. Responses are due no later than 3:00 PM ET on April 16, 2026. The final RFPs for both the Small Business Set-Aside and the Full and Open/Unrestricted $8.5B IDIQ are expected to be released by August 2026, with a projected award in February 2027. Continue to monitor SAM.gov for any changes to this opportunity.

3. Department of the Navy, PMS 400D Engineering Support Services.  The Department of the Navy released a sources sought notice on March 24, 2026, for contractors to provide support for the DDG 51 class, including ship production planning and engineering, systems engineering, and combat systems test engineering. Responses to this RFI are due no later than 2:00 PM ET on April 8, 2026. The final RFP for this $100M task order is expected to be released around December 2026 via SeaPort NxG, with awards projected for September 2027. The competition type is currently unknown. Continue to monitor SAM.gov and your SeaPort portals for further movement on this effort.

4. Department of the Navy, Modernization Programs of Hull Mechanical and Electrical (HME) Systems - Big Blue IV (BB4). On March 24, 2026, the Contracting Office issued a modification to the sources sought, providing Questions and Answers and Industry Day slides to the public. Work includes, but is not limited to, prototype engineering, technology insertion, performance specification development, system safety and fault analysis, installation support, and Integrated Logistics Support documentation. The final RFP for this $778M Full and Open/Unrestricted IDIQ is expected to be released around October 2026, with an award anticipated in February 2028. Continue to monitor SAM.gov for any updates on this opportunity.  

A Winning Value Case

Contact John: john.amoriello@hinzconsulting.com

When applying the Capture Methodology to a bid, a vital component of the framework is the Value Case, which serves as the strategic bridge between a customer’s problems and your organization's specific solution. While a typical proposal emphasizes what you will do, the Value Case should clarify why it matters to the client's bottom line, mission, or efficiency.

1. Shifting from Features to Outcomes

The Value Case should move the conversation away from technical specifications and toward quantifiable benefits. It answers the fundamental client question: "What is the return on this investment?" By defining value early in the capture phase, you can shape the request for proposal (RFP) requirements to favor your organization’s unique strengths.

2. Justification for Internal Stakeholders

Often, the person reading your bid isn't the only decision-maker. Key evaluators or a source selection committee must "sell" your solution up the chain to their CFO or executive leadership. A strong Value Case offers the:

• ROI Calculations: Clear data on cost savings or revenue generation.

• Risk Mitigation: Evidence of how your approach reduces the likelihood of project failure.

• Mission Alignment: Proof that your solution directly supports the agency's or company's long-term goals.

3. Creating a Competitive Differentiator

In a "Lowest Price Technically Acceptable" (LPTA) environment, or even in "Best Value" competitions, most bidders will meet the basic requirements. The Value Case helps you stand out by highlighting value-added services your competitors may overlook. The table below identifies the key elements of a Winning Value Case that can be applied to your bids.

Key Elements of a Winning Value Case

The Shadow Bid: Competitive Emulation

Contact Dr. Tom: tom.hudgins@hinzconsulting.com

In the high-stakes world of Price-to-Win (PTW), the riskiest assumption you can make is that your competitors are bidding in a vacuum. To succeed consistently in 2026, you must move beyond estimating your own costs and master the Shadow Bid technique; the process of creating a complete, mirrored proposal from the perspective of your main rivals.

A Shadow Bid is not just a rough guess; it is a rigorous, data-driven simulation of a competitor's likely offer. By gathering intelligence from public sources, such as GSA Advantage price lists, FPDS contract award histories, and hiring trends that signal shifts in labor costs, you can reconstruct their pricing DNA.

The Three Pillars of an Effective Shadow Bid:

• Labor Mapping: Don't just look at job titles. Analyze their specific "wrap rates" and fringe benefits. If a competitor has a lower overhead structure or is known for using a more junior labor mix, your Shadow Bid must reflect that downward pressure on their price.

• Historical Behavior: Does your opponent typically bid a flat rate, or do they build in a 3%–4% annual escalation? Understanding their "standard operating procedure" allows you to predict their final number with startling accuracy.

• Strategic Intent: Is the incumbent "buying" the work to keep a footprint in a specific agency, or are they high-margin focused? A competitor willing to take a loss to block your entry will produce a very different Shadow Bid than one focused on quarterly earnings.

The goal is to find the "sweet spot": the narrow range where your price is lower than their projected bid but still high enough to remain profitable. By "shadowing" your competition, you stop reacting to the market and start dictating the terms of the win.

• April 7th: Washington IT Leadership Forum in Tacoma, WA

• April 8th: Public Sector Cybersecurity Summit in Springfield, IL

• April 9th: Fed Expo 2026 in Washington DC

• April 13-16th: Space Symposium in Colorado Springs

• April 22nd: 2026 Digital Transformation Summit in McLean, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: DAF PACAF C5ISRO

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Pipelines and the Pressure to Bid

• Pricing Insights: The Shift to Value-Based Price-to-Win

Opportunity Alert – DAF PACAF C5ISRO

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of the Air Force, HQ Pacific Air Forces (PACAF) Command and Control Communications Computers Combat Systems Intelligence Surveillance and Reconnaissance and Operations (C5ISRO).

The US Air Force requires a contractor to maintain and operate unit-level intelligence systems, manage logistics support centers, and provide project management for major infrastructure and system projects across the PACAF theater. The final RFP for this $275M Full and Open/Unrestricted IDIQ is set for release around November 2026, with a potential award date of March 2027. Reach out to Hinz Consulting for any Business Development, Competitive Analysis, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov for updates to the procurement timeline.

Four to Follow

1. Department of the Navy, Engineering and Technical Support Services for Strategic Missions Systems at Naval Surface Warfare Center (NSWC) Crane. The NSWC Crane Division needs support to develop processes and technical information for naval and strategic weapons systems. This includes strategic nuclear weapons, SSBN platforms, nuclear safety and security, missile testing, and shipyard integration. This $100M opportunity is expected to be released via SeaPort NxG around July 2026, with a potential award date of December 2026. The competition type for this effort is currently unknown. Continue to monitor SAM.gov and your SeaPort portals for updates on this opportunity.

2. Department of the Air Force, Air Force Operational Test and Evaluation Center (AFOTEC), Detachment 6 Fighter Test Services Expanded (FTS-E). On March 19, 2026, the Contracting Office reissued Attachment 5 of the Draft RFP, with questions and comments on the draft due no later than 4:00 PM MT on April 3, 2026. The scope of this effort includes providing test design, planning, execution, reporting, post-test data analysis, cybersecurity evaluation, digital test tool development, and training support services. The final RFP for this $80M Full and Open/Unrestricted opportunity is expected to be issued via OASIS+UR around May 2026, with an award by August 2026. Continue to monitor SAM.gov and your eBUY portals for updates on this opportunity.

3. Department of Commerce, Human Resources (HR) Support Services. The Department of Commerce needs qualified, experienced HR support to manage HR functions during the transition to a shared-services delivery model called Enterprise Services. The final RFP for this $100M Full and Open/Unrestricted BPA is expected to be released in April 2026, with an award planned for July 2026. Continue to monitor SAM.gov for updates on this effort.

4. Department of the Army, US Army Corps of Engineers (USACE), US Space Force (USSF) Intelligence Facility at Wright Patterson Air Force Base, OH. On March 23, 2026, the Contracting Office issued a modification to the Sources Sought to update the market survey synopsis. Market surveys are due no later than 10:00 AM ET on April 2, 2026. USACE needs the design of a new approximately 302,000-square-foot ICD 705-compliant building that includes administrative areas, an auditorium, and other support spaces. The final RFP for this $50M IDIQ is scheduled for release in July 2026 with an award targeted for October 2026. The competition type is currently unknown. Continue to monitor SAM.gov for any updates on this opportunity. 

Pipelines and the Pressure to Bid

Contact Nick: nick.mccauley@hinzconsulting.com

The pressure to chase volume is intense. Leadership wants a bigger pipeline. Capture teams feel the heat to pursue more. But speed without quality qualification wastes serious money, lowers win rates, and burns out your best people.

At Hinz Consulting, we help contractors of all sizes build a bid/no-bid discipline that survives real-world pressure by diagnosing and dismantling the five root causes that cause most qualification frameworks to collapse.

The Five Root Causes – And How We Fix Them

1. Vanity Metrics
Most organizations track raw pipeline dollar volume. We shift the conversation to the PWin-weighted value. A $600M pipeline looks impressive until you realize the realistic win value is only $65M. This single change forces honest discussions about quality over quantity.

2. Loss Aversion
Teams fear missing an opportunity more than wasting $175K on a 6% PWin pursuit. We make the true cost of bad bids visible and painful so the fear of losing resources becomes as real as the fear of missing out.

3. Visibility Theater
Executives often equate high bid volume with hustle and no-bids with laziness. We reframe no-bids as strategic wins. Choosing not to bid on low-value opportunities frees up B&P resources and allows you to focus your best people on high-probability captures.

4. Sunk Cost Fallacy
Once teams have invested time shaping an opportunity, it becomes hard to kill. We install a staged gate process with escalating investment levels and clear kill authority at each gate. Any push past disqualifying information requires a written executive override with documented risk acceptance.

5. Lack of Consequence Tracking
Losses are rarely traced back to weak early decisions. We close the loop by mapping every loss debrief directly to Gate 1 and Gate 2 criteria. Over time, failure patterns become clearer, enabling predictive no-bid rules that enhance future qualification.

The Most Overlooked Criteria
Even organizations with gates in place consistently miss four critical factors:

• Incumbent performance validation: Is the incumbent truly failing, or are we bidding blind into an unwinnable recompete? A strong incumbent can drop your PWin below 20% unless you have validated discriminators.

• True proposal cost versus expected margin: Are we burning 12–18% of contract value in pursuit costs to win? We build fully-loaded Cost-to-Win tracking, so leadership finally sees the real economics.

• Teaming partner commitment beyond paper LOIs: Signed agreements and demonstrated contributions (resumes, past performance, proposal support) must be in place before advancing.

• Alignment with core competencies as defined by prime past performance: Not wishful thinking — only relevant experience as a prime or key subcontractor counts.

The Bottom Line Done right, strong bid/no-bid discipline doesn’t shrink your pipeline, it sharpens it. You win more, spend less, and protect your team from constant burnout.

Many teams try to implement these changes on their own, but shifting culture, processes, and incentives is more challenging than it appears. That’s where Hinz Consulting provides the most value — we’ve designed and integrated these systems for numerous contractors, bringing an external perspective, proven templates, facilitation, and the accountability needed to sustain discipline.

If your current qualification process feels more like theater than a real filter, let’s talk.

The Shift to Value-Based Price-to-Win

Contact Dr. Tom: tom.hudgins@hinzconsulting.com

The traditional landscape of federal and commercial bidding is undergoing a major change. For decades, the standard way to determine Price-to-Win (PTW) was a "cost-up" process: companies would figure out their internal costs, apply a standard wrap rate, add a target profit margin, and then adjust the numbers until they seemed competitive. In 2026, this reactive, inward-looking approach is being replaced by a more advanced, outward-looking model: Value-Based PTW.

At its core, Value-Based PTW shifts the conversation from "What does it cost us to do this?" to "What is the specific utility worth to the customer?" This change requires moving away from simple spreadsheets toward integrated competitive intelligence. Instead of focusing only on your own budget, the process starts with a "Value-to-Buy" analysis. This involves quantifying the technical and operational risks you reduce for the customer. If your solution provides superior automation or a more experienced labor mix that reduces transition risk, your PTW strategy should justify a price premium rather than engaging in a "race to the bottom."

Furthermore, this shift includes the "Shadow Bid"—a predictive model of your competitors' possible responses. By examining a competitor’s past GSA schedules, labor category mapping, and recent win/loss patterns, you can determine their "Price-to-Bid." The main goal is to find the strategic "Sweet Spot": the point where your price is low enough to win within the customer’s budget constraints but high enough to safeguard your long-term margins.

In this new era, PTW is more than just a pricing tool; it serves as a strategic decision-support resource. It aligns your company’s unique value proposition with what your customer truly needs, ensuring your bid is not only the lowest but also the most persuasive.

• April 7th: Washington IT Leadership Forum in Tacoma, WA

• April 8th: Public Sector Cybersecurity Summit in Springfield, IL

• April 9th: Fed Expo 2026 in Washington DC

• April 13-16th: Space Symposium in Colorado Springs

• April 22nd: 2026 Digital Transformation Summit in McLean, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: DOD NGA Mercury

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Education (K-12)

• Pricing Insights: How DCAA Approves Your System

Opportunity Alert – DOD NGA Mercury

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of War (DoW/DoD), National Geospatial-Intelligence Agency (NGA), Mercury.

On March 12, 2026, the Contracting Office issued an RFI seeking organizations with broad knowledge, skills, experience, and resources to maintain and modernize existing systems, as well as the capacity to support unexpected needs quickly. Questions are due no later than 12:00 PM ET on March 19, 2026, with responses due by 12:00 PM ET on April 2, 2026. The final RFP for this IDIQ is due to be released around August 2026, with an estimated award timeframe of January 2027. The competition type and contract value are currently unknown. Reach out to Hinz Consulting for any Business Development, Competitive Analysis, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov for any updates in the procurement timeline.

Four to Follow

1. Department of Commerce, National Institute of Standards and Technology (NIST), IT and Database Application Support Services II (ITDASS II). The Department of Commerce requires an industry partner to provide project oversight, equipment, administration, and technical execution, including the maintenance of accurate records of project activities. The final RFP of this $50M IDIQ is due for release around May 2026, with an award in October 2026. The competition type is currently unknown. Continue to monitor SAM.gov for further movement on this opportunity.

2. Department of the Interior, Business Integration Office and Financial and Business Management System Support Services IDIQ (BIO FBMS). The Department of the Interior needs a contractor to provide operations, maintenance, new development, reporting, training, and system security services. The final RFP for this $250M Full and Open/Unrestricted opportunity is due to be released via GSA MAS by the end of March 2026, with a potential award date of June 2026. Continue to monitor SAM.gov and your eBUY portals for any changes to this opportunity.

3. Department of the Army, Information Technology Services and Support for PD Acquisition, Logistics, and Technology Enterprise Systems and Services (ALTESS). The Army requires support for various software suites and tools, including Oracle Servers, Citrix XenApp, SAP, Tenable Nessus, McAfee Intrusion Detection Systems, and multiple Microsoft products. The final RFP for this $138M opportunity is due for release on or about September 2026, with a projected award of August 2027. The competition type for this effort is currently unknown. Continue to monitor SAM.gov for further movement on this effort.

4. Department of Labor, Bureau of Labor Statistics (BLS), National Longitudinal Surveys Recompete (NLS). The Department of Labor needs a vendor to provide management, IT security requirements for data and systems, user services, advisory services, a respondent website, and survey preparation, along with additional tasks. The final RFP for this $32M Full and Open/ Unrestricted opportunity is due for release around June 2026, with an estimated award timeframe of September 2026. Continue to monitor SAM.gov for any updates on this opportunity.

Education (K-12)

Contact John: john.amoriello@hinzconsulting.com

Approaching the education market using a capture methodology requires adapting federal, state, and local capture practices to the sector’s often-decentralized, relationship-driven nature. Key adaptations to consider include:

• Shorter, more efficient procurement cycles

• Heavy relationship-driven dynamics

• Importance of political and budgetary cycles

• Focus on cost efficiency and local impact

• Greater reliance on cooperative purchasing agreements and state contract vehicles

Positioning and Shaping are vital in the education market to establish a market presence and influence opportunities early. The following activities can achieve this:

• Analyzing budgets, procurement cycles, and spending patterns

• Mapping out the competitive landscape and key contract vehicles within the respective state

Stakeholder Engagement and Relationship Building with procurement officers, school district leaders, and key influencers are important, but understanding the school district's decision-making process and political drivers is paramount. Attendance at industry days/events, government procurement, and SLED-specific conferences (e.g., EDUCAUSE, NASCIO, State IT, and Innovation Symposiums) is a focus for engaging stakeholders and building relationships.

Capture Planning will help secure your organization's competitive positioning. Completing a competitive assessment will help identify incumbents and assess their strengths and weaknesses. It will also help identify gaps in the market where competitors are underperforming, allowing your organization to capitalize on them or position its products and/or services accordingly.

Win Strategy Development will add value by developing tailored win themes focused on benefiting the school district, with emphasis on cost savings and technical advantages the district will receive. Incorporating socio-economic advantages into your efforts can help increase win probability (e.g., economic development, local hiring, accelerating small business partnerships, etc.).

How DCAA Approves Your System

Contact Dr. Tom: tom.hudgins@hinzconsulting.com

Previously, we discussed approved cost accounting systems and why they are required and important. The next logical question is: how does DCAA actually decide whether a system is acceptable? The short answer is SF 1408.

SF 1408 is the DCAA's gold standard for determining whether a contractor’s accounting system is adequate for a cost-reimbursement environment. If your system meets SF 1408 requirements, you are well positioned to pursue cost‑type contracts.

Design vs. Operation: A Key Distinction

One of the most important things to understand is that SF 1408 is a pre‑award survey, not a post‑award audit.

DCAA is evaluating the design of your accounting system, not how long it has been in use. You do not need years of historical data. Instead, you must demonstrate, through system configuration and written policies, that your accounting environment can perform the required functions.

Is It Really an Audit?

Although this review is often referred to as a “DCAA audit,” it is technically a survey.

That said, the distinction has become less meaningful over time. The DCAA checklist that maps to SF 1408 has grown more detailed, particularly around written policies and procedures. In practice, your accounting manual now carries just as much weight as the accounting software itself.

The Rise of Third-party Certifications

A notable trend in 2025–2026 is the increased acceptance of third‑party CPA certifications.

Many Government-wide Acquisition Contracts (GWACs), including Alliant 3, now allow—or, in some cases, require—qualified CPA firms to certify the adequacy of accounting systems when DCAA resources are unavailable. As a result, SF 1408 readiness is becoming important even when DCAA is not directly involved.

SF 1408 Checklist (Updated for 2026)

Below is a plain‑language overview of the core SF 1408 requirements and what DCAA is emphasizing today.

• GAAP Compliance
  Your accounting system must follow Generally Accepted Accounting Principles (GAAP). This is the foundation of all federal cost accounting.

• Direct vs. Indirect Costs
  The system must clearly distinguish direct project costs from indirect costs such as Overhead and G&A. A well‑defined, written Chart of Accounts is essential.

• Unallowable Costs
  Costs unallowable under FAR 31.2 must be identified and excluded. Modern systems are expected to flag or segregate these costs automatically.

• Labor Distribution 
  The system must support total time accounting, with labor charged to specific cost objectives. All hours worked must be recorded, including uncompensated overtime.

• Monthly Posting
  Costs must be posted to the general ledger at least monthly. This supports timely monitoring and Limitation of Cost notifications.

• Indirect Cost Allocation
  Indirect cost pools and allocation bases must be logical and applied consistently. The wrap rate methodology should be documented in a formal written policy.

• Contract Line Item (CLIN) Tracking
  The system must be able to track costs at the CLIN and Sub‑CLIN level. There is increasing emphasis on detailed tracking for multi‑funded contracts.

• Pre-production vs. Production Costs
  Pre‑production costs must be segregated from production costs. This is especially relevant for manufacturing and R&D contractors.

What Has Changed in 2026 (And What Has Not)

The SF 1408 criteria themselves remain unchanged. What has shifted is the regulatory and acquisition environment surrounding them, particularly under the 2026 NDAA.

Key Threshold Updates

• Full CAS Coverage now applies at $100 million (previously $50 million)
• CAS exemptions for contracts and subcontracts have moved toward $35 million
• The threshold for Certified Cost or Pricing Data is increasing from approximately $2 million to $10 million for prime contracts entered into after June 30, 2026

Increased Focus on Financial Capability

DCAA is placing greater emphasis on financial capability during pre‑award surveys. This includes evaluating whether a contractor has sufficient cash flow to cover costs before reimbursement is received.

Bottom Line

Confirmed: SF 1408 remains the standard for determining accounting system adequacy.

Updated: Higher CAS and pricing thresholds reduce administrative burden for many mid‑tier contractors.

Clarified: Written policies and procedures are now just as important as the accounting system itself.

• March 24-26th: Cyber Workforce Summit in Washington DC

• April 7th: Washington IT Leadership Forum in Tacoma, WA

• April 8th: Public Sector Cybersecurity Summit in Springfield, IL

• April 9th: Fed Expo 2026 in Washington DC

• April 13-16th: Space Symposium in Colorado Springs

• April 22nd: 2026 Digital Transformation Summit in McLean, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: DAF SEIC III

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Revenue per Employee and BD

• Pricing Insights: Cost Accounting Systems

Opportunity Alert – DAF SEIC III

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of the Air Force, Systems Engineering and Integration Contract (SEIC III). 

The Air Force is seeking a contractor to support the development and sustainment of a mission planning system of systems, including multiple mission planning environments (MPEs). This $350M full and open/unrestricted effort is scheduled for release in June 2026, with a potential award date of September 2026. This opportunity may be released via GSA MAS or OASIS+. Contact Hinz Consulting for any Business Development, Competitive Analysis, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov and your eBUY portals for any updates to the procurement timeline.

Four to Follow

1. Department of War (DoW), National Geospatial-Intelligence Agency (NGA), Foundation Digital Twin Auto Feature Extraction (FDT)(AFE). On March 5, 2026, the Contracting Office issued an RFI seeking industry input on how best to utilize available AFE capabilities to support NGA operations. Responses are due no later than 5:00 PM ET on March 30, 2026. The final solicitation is expected to be released around May 2026, with a potential award date of November 2026. The opportunity value and competition type are currently unknown. Continue to monitor SAM.gov for updates on this opportunity.

2. Department of the Navy (DON), Command, Control, Communications, Computer, Intelligence, Surveillance, and Reconnaissance (C4ISR) Sustainment III. The Navy needs a contractor to provide services, including field services representatives (FSR), fielding, training, supply chain management, and maintenance support. This $250M small business set-aside opportunity is expected to be released via SeaPort NxG around the end of March, with a potential award timeframe of April 2026. Continue to monitor SAM.gov and your SeaPort NxG portals for any updates to this opportunity.

3. Department of War (DoW), National Geospatial-Intelligence Agency (NGA), Human Resources Management II. On March 5, 2026, the Contracting Office issued an RFI seeking industry support for human development across all human capital processes and programs, including the management of regulations, procedures, and forms to help NGA achieve its mission and goals. Responses are due no later than 5:00 PM ET on March 20, 2026. The final RFP for this $63M effort is expected to be released around April 2026, with a potential award timeframe of September 2026. The competition type for this effort is currently unknown. Continue to monitor SAM.gov for updates on this effort.

4. Department of the Air Force, Battlefield Airborne Communications Node (BACN) Operations Sustainment and Support IDIQ (BOSS 2.0). The Department of the Air Force is seeking a dedicated contract to provide deployed payload operations and sustainment, including operation, maintenance, and support of BACN airborne payloads and related ground equipment in both CONUS and OCONUS locations. The final RFP for this $3.6B opportunity is expected to be issued around July 2026, with an estimated award in February 2027.

Revenue per Employee and BD

Contact Nick: nick.mccauley@hinzconsulting.com

If you’re in GovCon business development, you already focus on pipeline, win rate, and the number of bids submitted. But there’s one downstream metric that instantly reveals whether your BD engine is elite, average, or quietly eroding the company: revenue per fully burdened employee (revenue/FTE).

Pair it with the overhead percentage (indirect costs — G&A, fringe, facilities — as a % of total revenue), and you have a diagnostic tool that:

• Identifies pursuits that either promote or hinder progress  

• Provides you with solid data to eliminate margin killers early

• Enables you to speak CEO/CFO language when you need to shape the budget, secure no-bid approval, or request more resources

The Tiers: Where Does Your Company (and Your Pipeline) Stand?

Here’s what the landscape looks like in 2026 (benchmarks from over 50 mid-tier GovCons, along with public data from SEC filings, earnings calls, and trackers like Growjo/ZoomInfo):

Real Benchmarks: How the Great Ones Get There.

• Prime Contractor 1 (Great Tier – IC/Cyber Focus) has an estimated revenue of about $7–8B in 2025, based on investor estimates and TBR commentary. The company reports approximately 18,000 employees. This results in a revenue per FTE of roughly $389K to $444K. The overhead percentage is around 50–55%, inferred from EBITDA margins of 20–25% in its mission-IT portfolios. Its business development strategy avoids competing for enterprise IT commodities and instead emphasizes its cleared workforce as a key differentiator. It focuses on areas such as cyber, GEOINT, and C4ISR, where it has significant expertise, and can leverage acquisitions primarily to enhance customer access rather than just for revenue growth.

• Prime Contractor 2 (Great Tier – Mission-IT Lines) has approximately $12B in revenue (FY2025 SEC filings). It employs around 36,000 people. Revenue per FTE is approximately $333,000. Overhead percentage ranges from 55% to 60% (up from 18–20% operating margins in 10-Ks). The business development playbook includes: a VoLT innovation incubator, showcased quarterly to agency CTOs; process driven capture teams with 12–18-month shaping cycles; embedded account executives who solve problems rather than sell; and PTW models benchmarked against historical rates.

How You (the BD Professional) Leverage These Metrics

1. Use Revenue/FTE As A Pursuit Filter: Before spending time on a pursuit, ask: “If we win this at our proposed price, will it increase or decrease company revenue/FTE?”

   • $50M at $190K/FTE? Consider an early kill and redeploy to the $30M OTA, projected at $380K/FTE.

   • Mention it in leadership meetings: “Our average is $195K/FTE. This pursuit lowers us; the other one over here adds $20–30M at current headcount.”

2. Use Overhead % to Protect Margins and Avoid Bad Deals: When pricing considers a 10% drop to be more competitive, but overhead is high, you can push back, “Overhead is already 76%. Dropping the price further pushes us negative after indirects. Let’s walk — we can’t feed the overhead monster.”

3. Build Your Personal Elite BD Playbook

   • 5-Question Pursuit Scorecard (use this before greenlighting any capture):

     1. Clear technical discriminator that the customer values?

     2. Shaping influence in the last 12 months (white paper, demo, working group)?

     3. Contract type T&M, OTA, or sole-source follow-on?

     4. Projected revenue/FTE > company average by 20%+?

     5. Can we price to win without pushing overhead % higher or margins negative? → Only pursue if 4–5 yes answers.

   • Pipeline hygiene ritual: Monthly purge the bottom of 40% P-win/low-margin junk — your weighted pipeline value almost always rises.

   • Shaping cadence: Dedicate 2–3 hours weekly for non-sales touchpoints such as CTO briefings and white-paper feedback. Track how many convert to high-PWin or sole-source — that’s how Prime Contractor 2 maintains $333K+/FTE.

   • Post-award pricing debrief: After each win or loss, ask, “How close were we? What would PTW have predicted?” Use this feedback to improve your next capture plan.

4. Speak Leadership Language When You Need Support: “We’re at $195K/FTE. If we shift just 20% of the pipeline toward higher-margin work like Prime Contractor 1’s IC focus, we’d increase to $240K/FTE — roughly $30M more revenue at current headcount without hiring. This pursuit drags us down; the OTA over here lifts us.”

Quick Self-Check for BD Professionals This Week

• What is your company’s current revenue per FTE? (A quick estimate: last year’s obligations divided by headcount.)

• Which 2–3 pursuits in your pipeline would most likely increase that number if won?

• Which one should you kill or de-prioritize right now?

• When was the last time you had a non-sales conversation with a customer CTO/PEO?

The BD leaders who master revenue/FTE + overhead % stop being “bid responders” and become revenue architects. They win the right work at the right price — and the company fights to keep them.

Which pursuit are you reevaluating this week? 

Cost Accounting Systems

Contact Dr. Tom: tom.hudgins@hinzconsulting.com

For companies working in the federal contracting world, having an approved cost accounting system (CAS) isn’t just a nice-to-have; it’s a must if you want access to better opportunities and fewer headaches.

1. It Opens the Door to More Contract Types
If you only have a basic accounting setup, you’re mostly limited to firm‑fixed‑price (FFP) contracts. But for more complex work, the government often uses cost reimbursement or time and materials (T&M) contracts. To compete for those, the FAR requires contractors to have an accounting system capable of properly tracking and assigning costs. Without an approved system, you’re basically shut out of a big chunk of the federal market.

2. It Reduces Risk and Makes Audits Less Painful
An approved system helps you clearly separate direct costs (tied to a specific project), indirect costs (like overhead and G&A), and unallowable costs (such as entertainment or lobbying).
Passing a DCAA or DCMA review means fewer surprises down the road, including:

• Costs getting rejected because they weren’t tracked correctly

• Payment delays or suspended invoices

• Serious legal trouble if the government thinks it was overbilled

In short, good accounting keeps you compliant and out of trouble.

3. It Helps You Price Smarter
Beyond compliance, a solid accounting system gives you real insight into what your work actually costs. You can calculate accurate wrap rates and build bids based on facts instead of guesses. That means you’re less likely to price yourself out of a competition—or win a contract that ends up losing money.

At the end of the day, an approved system turns accounting into a strategic advantage, builds trust with the government, and supports long-term financial stability.

There are situations in which an approved CAS is not required, such as FFP contracts, commercial item acquisitions (FAR Part 12), some small business set-asides (cost-plus awards), and CAS coverage thresholds (depending on estimated contract value).

• March 12th: AFCEA NOVA Naval IT Day 2026 in Chantilly, VA

• March 18th: Navy Information Warfare Industry Day 2026 in Springfield, VA

• March 16-17th: 2026 Air Force Contracting Summit in Reston, VA

• March 24-26th: Cyber Workforce Summit in Washington DC

• April 9th: Fed Expo 2026 in Washington DC

• April 13-16th: Space Symposium in Colorado Springs

• April 22nd: 2026 Digital Transformation Summit in McLean, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: DOW COMSATCOM

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Client-Centric Messaging

• Pricing Insights: Decision Support Services

Opportunity Alert – DOW COMSATCOM

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of War (DoW), US Special Operations Command (USSOCOM), Commercial Satellite Communications for USSOCOM J6 (COMSATCOM). 

On March 2, 2026, the Contracting Office released an RFI seeking an end-to-end solution for management, global space segment, media port & gateway services, terrestrial backhaul network, operations and maintenance support, security, subscription services, and transition services. Questions are due March 12, 2026, at 9:00 AM ET, with the RFI response due no later than March 25, 2026, at 12:00 PM ET. The Final RFP for this $977M Full and Open/Unrestricted opportunity is expected in May 2026, with an award timeframe of March 2027. This opportunity may be released via GSA MAS. Reach out to Hinz Consulting for Business Development, Competitive Analysis, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov and your eBUY portals for any updates to the procurement timeline.

Four to Follow

1. Department of the Army, Army Intelligence and Security Command (INSCOM), Access Control Officer and Security Escort Services. On February 25, 2026, the Contracting Office released a Sources Sought notice for SBA 8(a) Contractors to provide access control and on-call and intermittent security escort services. Responses are due no later than 12:00 PM ET on March 5, 2026. The Final RFP is expected in June 2026, with a potential award in October 2026. The contract value is currently unknown. Continue to monitor SAM.gov for any changes to the procurement timeline.

2. Department of War (DoW), Defense Contract Management Agency (DCMA), Information Technology Mission Support (DCMA IT). On March 2, 2026, the Contracting Office released a Sources Sought notice for small businesses to provide IT mission support for enterprise data centers, network infrastructure, and mission-hosted applications. Responses are due no later than 4:00 PM ET on March 16, 2026. The Final RFP for this $50M SB Set-Aside opportunity is expected via GSA MAS at the end of March 2026, with a projected award in October 2026. Continue to monitor SAM.gov and your eBUY portals for any changes to this opportunity.

3. Department of Health and Human Services (HHS), OII Systems for Inspection, Imports, Recalls, Compliance, and Enforcement (SIRCE II). On February 23, 2024, the Contracting Office released an RFI seeking qualified vendors to propose an innovative approach to delivering comprehensive IT modernization and support services. RFI responses are due no later than 5:00 PM ET on March 6, 2026. The Final RFP for this $300M Full and Open/Unrestricted opportunity is expected in June 2026, with an estimated award in September 2026. Continue to monitor SAM.gov for updates on this effort.

4. Department of the Air Force, Novel Approaches Research for Warfighting that Hastens Artificial Learning Red (NARWHAL). The Department of the Air Force requires a contractor to research and develop signal processing systems to detect, collect, and exploit signals of interest (SOI), improve scanning fidelity, and deliver prototype systems for real-time spectrum analysis and signal exploitation. The final RFP is expected to be released in April 2026, with an estimated award in August 2026. The contract value and competition type are currently unknown. Continue to monitor SAM.gov for further information or updates to the procurement timeline. 

Client-Centric Messaging

Contact John: john.amoriello@hinzconsulting.com

During the pursuit process, a key factor in strengthening your company’s bid is developing compelling strategic messaging that positions your company as the best and lowest-risk choice for the client.

The strategic messaging approach should follow a structured framework, such as:

1. Client-Centric Messaging

   • Align the messaging with the client’s vision, mission, priorities, and hot buttons.

   • Utilize language obtained from market research/intelligence to demonstrate understanding.

   • Identify how your company’s offerings can provide the benefits needed to help overcome their challenges and achieve their goals.

2. Competitive Differentiation

   • Highlight what sets your company apart from other competitors.

   • Focus on unique capabilities, past performance, innovation, and risk mitigation.

3. Teaming

   • If bidding with teaming partners, emphasize the combined strengths and complementary expertise, but more importantly, why this team is the right choice to deliver.

   • Address any potential customer concerns regarding execution.

4. Risk Mitigation & Compliance

   • Assure the client that your approach adheres to all requirements, terms, and conditions and minimizes risk.

5. Proof Points & Success Stories

   • Use data, past performances, and client testimonials to back up your delivery.

6. Engagement Strategy

   • Encourage continued dialogue with the client before the RFP is released.

   • Establish meeting cadence, develop and submit white papers or capability briefings/product demos to help shape the requirements.

Pursuing a bid without having shaped the opportunity, nor being able to develop and implement a strategic messaging approach, demonstrates a lack of client intimacy and will lead to a significantly lower win probability. 

Pricing Support Services

Contact Gerrod: gerrod.andresen@hinzconsulting.com

Effectively navigating the price-to-win/price proposal cycle requires more than creating, authoring, and conducting milestone reviews; it also includes many other steps to produce a clear, compliant, and competitive proposal. Decision support services, such as those listed below, assist throughout the development lifecycle to deliver effective and affordable offerings.

Analysis of Alternatives: Early evaluation of potential solution concepts to assess performance, cost, and business value, establishing an affordable baseline.

Business Case Analysis, Cost-Benefit Analysis, & Financial Modeling: Detailed evaluation of business metrics (ROI, NPV, payback period, etc.) to ensure a viable financial return.

Cost-Effectiveness Analysis: Systematic modeling of KPIs against cost to understand the design space and identify optimal design points.

Custom Modeling & Analysis: Tailored models and analyses to support data-driven decision-making. 

Design to Cost: Bottom-up estimate of the most affordable solution’s cost to establish actionable platform, system, subsystem, and component-level targets.

Program Cost Management: Analytic insight into cost drivers and should-cost targets, resulting in the development of cost-reduction initiatives and associated value-change proposals to control costs.

Trade Study Analysis: Methodical evaluation of specific technical or business options using defined criteria, weighting, and sensitivity to determine the best value alternative. 

• March 12th: AFCEA NOVA Naval IT Day 2026 in Chantilly, VA

• March 18th: Navy Information Warfare Industry Day 2026 in Springfield, VA

• March 16-17th: 2026 Air Force Contracting Summit in Reston, VA

• March 24-26th: Cyber Workforce Summit in Washington DC

• April 9th: Fed Expo 2026 in Washington DC

• April 13-16th: Space Symposium in Colorado Springs

• April 22nd: 2026 Digital Transformation Summit in McLean, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: DHS CBP BEAGLE

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Smart Federal Market Entry for Innovators

• Pricing Insights: Back to Basics: What is Price-To-Win?

Opportunity Alert – DHS CBP BEAGLE

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of Homeland Security (DHS), Customs and Border Protection (CBP), Border Enforcement Management Systems Directorate (BEMSD) Border Enforcement Applications for Government Leading Edge IT (BEAGLE). 

CBP requires a full range of IT-related services, including application administration, asset management, operations, configuration and change management, incident management, cloud migration, and capability backlog remediation. This $1.9B Full and Open/Unrestricted BPA is estimated for release via GSA MAS around June 2026, with an award timeframe of September 2026. Reach out to Hinz Consulting for any Business Development, Competitive Analysis, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov for any updates to the procurement timeline.

Four to Follow

1. Department of the Air Force, Air Combat Command, Surveillance and Tracking Radar Processors Support Services (STRAP). The Air Combat Command requires radar and sensor data services, including design, engineering, and integration; hardware and software installation; distant-end and on-site training; remote monitoring capabilities and assessments; and sustainment and logistics support. This $918M opportunity is scheduled for release in May 2026 with a potential award in September 2026. The competition type is currently unknown. Continue to monitor SAM.gov for any changes to the procurement timeline.

2. Department of Veterans Affairs (VA), Design, Bid, Build (DBB), Electronic Health Records Modernization (EHRM) Infrastructure Upgrades Construction Project at the Pittsburgh-Heinz, PA. The VA released a Sources Sought Notice on February 20, 2026, seeking a contractor to provide construction services to upgrade infrastructure supporting the EHRM system at the VAPHS H.J Campus in Pittsburgh, PA. Responses are due no later than 3:00 PM ET on March 6, 2026. The anticipated release date for this $50M opportunity is April 2026, with a projected award in December 2026. The competition type is currently unknown. Continue to monitor SAM.gov for any changes to this opportunity.

3. U.S. Space Force (USSF), Ground-Based Radar Digitization (GBRD). On February 23, 2026, the Contracting Office released a modification to provide additional information on the requirement via a revised RFI. USSF seeks technical solutions to digitize analog radar systems, implement modular open system architectures, ensure cybersecurity compliance, and develop sustainment strategies to reduce lifecycle costs and address material shortages. Responses to the RFI are due no later than March 12, 2026. Other key milestones are: Notice of Intent to bid is due March 2; Questions are due March 4; RPP Materials are due March 16; and Oral Presentations are to begin March 23. The final RFP is anticipated for release in April 2026, with an award date of November 2026. The competition type and award value are currently unknown. Continue to monitor SAM.gov for further updates on this effort.

4. Department of the Army, Army Corps of Engineers (USACE), Architecture and Engineering Services for VA New Medical Center, San Antonio, Fort Worth District. On February 24, 2026, the Contracting Office issued an update to the Sources Sought notice for Architect-Engineer (A-E) services to design and provide construction phase services for a new VA Medical Center. Responses are due by 12:00 PM CT on March 10, 2026. The Final RFP for this $90M, single-award IDIQ is estimated for April 2026, with a projected award date of July 2026. Continue to monitor SAM.gov for further information or updates to the procurement timeline.

Smart Federal Market Entry for Innovators

Contact Nick: nick.mccauley@hinzconsulting.com

If you run a company that has developed advanced solutions that could deliver significant mission benefits to the federal government, you’re probably wondering: “How do we access federal funding?”

Grants are often the first place newcomers look, and while they certainly have a role, they are seldom the smartest or fastest on-ramp for most commercial technologies entering the federal space. Starting there can burn valuable time while stronger, more direct pathways remain unexplored.

Here’s the practical playbook successful dual-use companies follow: First, understand the mission problems that are funded, then select the right contracting method for your technology’s maturity level. Below are proven routes that move innovative solutions — from cybersecurity tools and AI systems to energy-efficient hardware and beyond — into DoD installations, national labs, and civilian agency programs with speed and scalability.

Step 1: Understand the Market Before You Pitch Anything

Federal buyers don’t buy “cool tech.” They buy solutions to mission problems that already have a budget behind them.

Do this first (takes 1–2 weeks):

• Download the latest DoD RDT&E and Procurement justification books (comptroller.defense.gov) and the DOE EERE/IEDO Congressional Justification.

• Search for keywords aligned with your capabilities, such as: “threat discrimination,” “thermal management,” “operational energy,” “post-quantum,” “cyber resilience,” or “hypersonic.”

• Cross-reference with FPDS.gov/USAspending.gov and sam.gov award history.

Real-world example: A company with breakthrough quantum-resistant encryption would quickly spot active funding lines in NIST post-quantum initiatives and DoD cybersecurity programs. A firm specializing in AI for hypersonic threat discrimination might identify opportunities in Missile Defense Agency or DARPA efforts. Similarly, advanced thermal or energy-efficiency solutions align with DOE Industrial Technologies priorities and DoD ESTCP/operational-energy demonstrations at bases and edge sites.

Pair that budget insight with your capability statement, and you instantly know where to focus your resources — rather than having them look “everywhere.”

Pathway 1: SBIR / STTR — The Low-Risk R&D On-Ramp

Ideal for proving technical feasibility against real government mission needs.

• Phase I: ~$150K–$275K, 6–12 months (feasibility study).

• Phase II: Up to $1M–$2M (prototype).

• Phase III: Follow-on production (non-competitive, can be huge).

Why it fits a wide range of innovative technologies: SBIR/STTR topics from AFWERX, Navy, DOE IEDO, NIST, CDAO, and MDA routinely cover post-quantum cryptography, cyber tools, data-center thermal efficiency, PUE reduction, novel cooling approaches, hypersonic AI, and more. The STTR version adds a university partner — ideal for independent validation.

Pro tip: Topics are released 2–3 times per year. Subscribe to sbir.gov and agency newsletters.

Pathway 2: OTAs (Other Transaction Authority) — The Fast Lane

OTAs are not FAR-based contracts. They use commercial terms, allow prototypes in weeks or months instead of years, and carry almost no protest risk.

Vehicles to watch:

• AFWERX / DIU Commercial Solutions Openings (CSOs) — continuously open or quarterly. Submit a 5-page whitepaper → pitch → prototype OTA in 60–90 days.

• Consortium OTAs (e.g., AFWERX, SOFWERX, NSC, C5ISR Consortium, Cyber Innovation Consortium) — pay a small membership fee to access project calls that never appear on sam.gov.

• Service-specific OTAs (Army xTech, Navy HR Tech, etc.).

Real precedent: Companies with solutions in post-quantum cybersecurity, AI-driven threat detection, or high-density computing hardware have moved from AFWERX/DIU prototype OTAs directly into multi-million-dollar production awards.

Pathway 3: Consortia — Teaming Without the Prime/Sub Headache

Joining the right consortium gives you:

• Pre-vetted access to project calls.

• The ability to team with primes and other small businesses on the same proposal.

• Often free or low-cost membership for small businesses.

Top consortia across sectors: AFWERX, DIU, the National Security Technology Accelerator (NSTA), the Cyber Innovation Consortium, energy and power-focused groups, and others tailored to your domain. Once inside, you respond to targeted solicitations that closely align with your strengths.

Pathway 4: BAAs, CSOs, and Other Broad Announcements on sam.gov

• Broad Agency Announcements (BAAs) — for basic or applied research (DARPA, AFRL, ONR, etc.). whitepaper → full proposal.

• Commercial Solutions Openings (CSOs) — explicitly for commercial tech (AFWERX, DIU, Army, Navy). Search sam.gov daily with saved alerts: “post-quantum cryptography,” “hypersonic threat discrimination,” “thermal management,” “data center energy,” “cyber resilience,” “high performance computing,” etc. Many are open continuously or reissued quarterly.

Pathway 5: Traditional FAR-Based (When You’re Ready)

Once you have federal traction (SBIR Phase II, OTA prototype, or past performance), move to:

• IDIQ/MATOC vehicles (many small business set-asides).

• GSA Schedule (for easier ordering).

• Subcontracting with primes that already hold large installation-energy, compute, cyber, or platform contracts.

Build relationships at events like the Navy Gold Coast Small Business Expo — where many innovative companies across IT services, cybersecurity, missile defense, and shipbuilding have made initial DoD connections.

Putting It All Together — Recommended Sequence for Innovative Tech Companies

1. Weeks 1–2: Conduct market research on budgets → identify 3–4 hot spots (e.g., cyber resilience demonstrations, post-quantum initiatives, DOE thermal/energy testing, AFWERX innovation challenges, MDA or DARPA R&D).

2. Month 1: Submit to 2–3 open SBIR topics and one CSO whitepaper.

3. Months 2–3: Join 1–2 relevant consortia and respond to their project calls.

4. Ongoing: Exhibit at targeted events, build relationships with program managers, and track relevant DOE industrial and DoD operational-energy, cyber, and advanced-threat lines.

Bottom Line

Grants can seem like low-hanging fruit for quick awards. Still, budget-aligned innovation acquisition pathways (SBIR/STTR, OTA/CSO, consortium calls, BAAs) are how most successful dual-use tech companies enter the federal market — faster, with better terms, and with a clear path to production revenue.

The companies winning today are the ones who read the budget documents, understand the mission problem, and choose the right pathway for their maturity level.

If you’re sitting on game-changing tech that addresses critical federal challenges, the federal market is actively seeking solutions like yours right now. Start with the budget. Then pick the pathway that matches.

Back to Basics: What is Price-To-Win?

Contact Tom: tom.hudgins@hinzconsulting.com

The "Price-to-Win" (PTW) process is often treated like a magic number or a dark art practiced in smoke-filled rooms. In reality, it’s a rigorous analytical discipline. Misunderstanding usually leads to one of two outcomes: losing the bid or winning a contract you can't afford to execute.

Here are the most common misconceptions about PTW in the federal space:

1. PTW is "Just a Number."

Many teams think PTW is simply the final price tag you submit.

• The Reality: PTW is a strategic roadmap. It’s the process of analyzing the competitor’s likely bid, the customer’s budget constraints, and the technical trade-offs required to meet a specific price point.

2. It’s the Same as "Lowest Price Technically Acceptable" (LPTA)

There is a persistent myth that PTW always drives you to the absolute bottom of the barrel.

• The Reality: In a Best Value procurement, the PTW might actually be higher than the lowest bidder if the data shows the agency is willing to pay a premium for specific innovations or risk reduction. PTW identifies the winning price, not necessarily the cheapest one.

3. The Government Always Picks the Middle Ground

Some bidders believe that if they avoid being the most expensive and the cheapest, they’ll land in the "sweet spot."

• The Reality: Federal evaluators don't just average the bids. They look for the Independent Government Cost Estimate (IGCE). If you aim for the middle but the IGCE is significantly lower, you're still out of the running.

4. You Can "Fix" the Price at the End

A common mistake is waiting until the proposal is 90% complete before requesting a PTW analysis.

• The Reality: PTW must be iterative. If the PTW analysis says the winning price is $10M, but your solution costs $15M to build, you can't just "cut fee" by $5M at the last minute. You might also need to re-engineer the technical approach (e.g., using different labor categories or automation) early in the process.

5. Competitor Wraps are Static

Bidders often use old data to guess a competitor’s indirect rates (fringe, overhead, G&A).

• The Reality: Large primes change their disclosure statements and rate structures frequently. Assuming a competitor will bid the same way they did three years ago is a recipe for a bad estimate.

The Bottom Line

PTW is about competitive intelligence, not just accounting. It tells you whether you should even be bidding in the first place. If the PTW is lower than your absolute "floor," the smartest move is often to walk away before you spend thousands on a losing proposal.

• March 12th: AFCEA NOVA Naval IT Day 2026 in Chantilly, VA

• March 18th: Navy Information Warfare Industry Day 2026 in Springfield, VA

• March 16-17th: 2026 Air Force Contracting Summit in Reston, VA

• March 24-26th: Cyber Workforce Summit in Washington DC

• April 9th: Fed Expo 2026 in Washington DC

• April 13-16th: Space Symposium in Colorado Springs

• April 22nd: 2026 Digital Transformation Summit in McLean, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: DMEA ATSP5 SB

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Retaining Incumbent Work: Continuous Shaping Efforts

• Pricing Insights: Outcome-Based Pricing: The Good, The Bad, and the Why

Opportunity Alert – DMEA ATSP5 SB

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of War (DoW), Defense Microelectronics Activity (DMEA), Advanced Technology Support Program (V) Small Business (ATSP5 SB).

The DoW requires contractors for engineering, limited logistics, training, and warranties. Other tasks include managing documents, supporting the DMEA engineering environment, handling technical and management duties, conducting program reviews, preparing proposals, promoting small business use, and delivering task order data. This SB Set-Aside $800M IDIQ is estimated to be released in February 2027, with a projected award in January 2028. Reach out to Hinz Consulting for Business Development, Competitive Analysis, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov for any updates to the procurement timeline.

Four to Follow

1. Department of the Army, U.S. Army Corps of Engineers (USACE), Design-Build-Bid for the Special Operations Forces (SOF) Mission Command Center. On February 12, 2026, the Contracting Office released a presolicitation notice confirming the scope of work, contract type, NAICS, and release date. The project will be a multi-story, permanent structure built to the Technical Specifications for Construction Management of Sensitive Compartmented Information Facilities (ICD/ICS 705) and connected to the existing Building 3-2147. The final RFP for this $100M Full and Open/Unrestricted opportunity is expected to be released on or around February 27, 2026, with an award timeframe of October 2026. Continue to monitor SAM.gov for any changes to the procurement timeline.

2. Department of the Air Force, PAE Command, Control, Communications and Battle Management (C3BM), High Band Mission Application Software Support (HBMAS). The Department of the Air Force requires development, modernization, integration, fielding, cybersecurity, and sustainment to meet operational requirements and maintain compliance with the C4ISR Architecture Framework and Joint Technical Architecture guidance. This $500M Full and Open/Unrestricted opportunity is expected to be released in mid- to late February 2026 via OASIS+ Unrestricted, with an award in October 2026. Continue to monitor your eBUY portal and SAM.gov for any changes to the timeline.

3. The Department of the Army, Command, Control, Communication, Computers, Cyber, Intelligence, Surveillance and Reconnaissance (C5ISR) Center, Defensive Cyber Solutions Branch, Cybersecurity Service Provider (CSSP). The Army requires a contractor to provide operational provisioning of 24/7 cyber defense operations and services within the Department of War Information Network environment. The anticipated final RFP for this $350M Full and Open/Unrestricted opportunity is expected to be released around April 2026, with a projected award timeframe of July 2026. Continue to monitor SAM.gov for further updates on this effort.

4. National Science Foundation (NSF), Workforce Training and Innovation. NSF requires a new, transformational initiative to renew American manufacturing, revitalize America’s energy dominance, and address the growing shortage of skilled trade workers. This includes developing university programs to increase graduation rates in engineering, science, and trade disciplines, as well as modernizing career and technical education. This $100M opportunity is expected to be released around May 2026, with an estimated award in August 2026. The contract type is currently unknown. Continue to monitor SAM.gov for further information or updates to the procurement timeline. 

Retaining Incumbent Work: Continuous Shaping Efforts

Contact John: john.amoriello@hinzconsulting.com

When applying the capture methodology to your pursuits, these efforts should continue post-award, just as they do during the initial award. Cultivating strong customer relationships and a deep understanding of client needs throughout the life of the contract is vital to securing up-sell business and winning the follow-on contract. Also, your program manager (PM) should be very involved in these efforts with the Capture Manager. An effective strategy to ensure your organization is positioned for follow-on incumbent work is as follows:

1. Conduct regular Program Management Reviews (PMR) and include relevant capture and BD resources.

2. Ensure Capture and BD resources maintain consistent communication with customer stakeholders throughout the life of the contract.

3. Identify “nice to have” capabilities not currently on the program and begin shaping those ideas into requirements for inclusion in the follow-on contract.

4. Allow your PM to focus on day-to-day program operations and serve as a “sensor” for the Capture and BD team; expectations should be set that the PM not perform as a Capture or BD manager. The PM is laser-focused on the customer to ensure successful service delivery.

It is critical that your customers understand your organization is a strategic partner and should receive attention from the Capture and BD teams throughout the life of the contract, not just in the last 6-8 months. By sustaining Capture and BD engagement throughout the life of the contract, your PM can focus their full attention on customer satisfaction. Additionally, this sustained engagement often leads to full contract utilization and strengthens your position to capture adjacent contracts.

Outcome-Based Pricing: The Good, The Bad, and the Why

Contact Tom: tom.hudgins@hinzconsulting.com

In federal contracting, the shift toward Outcome-Based Pricing (often called Outcome-Based Contracting or OBC) marks a departure from paying for "butts in seats" or specific tasks. Instead, the government pays for the actual impact or result achieved.

While it’s often grouped under the broader umbrella of "Performance-Based Acquisition" (FAR Subpart 37.6), Outcome-Based Pricing is more aggressive. It shifts the focus from "did you perform the work well?" to "did the work solve the problem?"

What is Outcome-Based Pricing? In traditional models such as Time & Materials (T&M), the government pays for the hours worked. In Fixed-Price, payment is made for a specific deliverable. In Outcome-Based Pricing, payment is tied to a measurable business or mission outcome.

• The Output (Traditional): "Build a website that handles 10,000 users."

• The Outcome (Modern): "Reduce the average time it takes a citizen to process a claim by 30%."

The Good: Why the Shift is Happening. 

The primary driver is alignment. When the contractor's profit is tied to the mission's success, the relationship dynamic changes.

• Incentivized Innovation: Because the government doesn't dictate how the work is done, contractors are free (and incentivized) to use cutting-edge technology or automation to achieve the result faster and more cost-effectively.

• Shared Risk: The financial burden of failure shifts to the contractor. If the outcome isn't met, the government may not pay the full price or may not pay at all.

• Value for Money: It eliminates "shelf-ware"—software or services that are paid for but never deliver value to the agency.

• Focus on Mission: It compels agencies to clearly define what "success" means before they spend a single dime.

The Bad: The Challenges of Implementation.

While it sounds perfect on paper, executing it in a federal environment is challenging.

• Measurement Complexity: Defining a clear "outcome" is difficult. If a contractor is hired to reduce homelessness but the economy crashes during the contract, is it the contractor's fault if the goal isn't met? Attributing success to a single vendor in a complex environment is a data nightmare.

• High Barrier to Entry: Smaller firms may not have the capital to cover the costs of a project where payment is made only after an outcome is achieved months or years later. This can inadvertently favor "the bigs."

• Procurement "Muscle Memory": Most Contracting Officers (COs) are trained to evaluate labor rates and hours. Moving to a model in which they assess the value of an outcome requires a major cultural and skill-set shift across the workforce.

• The "Goldilocks" Pricing Problem: If the outcome is too easy, the government overpays; if it's too hard, no one bids, or the contractor goes under trying to meet it.

Summary Table: Pros vs. Challenges

• March 12th: AFCEA NOVA Naval IT Day 2026 in Chantilly, VA

• March 18th: Navy Information Warfare Industry Day 2026 in Springfield, VA

• March 16-17th: 2026 Air Force Contracting Summit in Reston, VA

• March 24-26th: Cyber Workforce Summit in Washington DC

• April 9th: Fed Expo 2026 in Washington DC

• April 13-16th: Space Symposium in Colorado Springs

• April 22nd: 2026 Digital Transformation Summit in McLean, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: OPM Hire Support II

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Small Business Teaming – Two Perspectives

• Pricing Insights: Competitive Range

Opportunity Alert – OPM Hire Support II

Contact Katie: katie.clatterbuck@hinzconsulting.com

Office of Personnel Management (OPM), USA Hire Support Services II.

On February 9, 2026, the contracting office released a modification to provide an updated PWS. Responses to the draft are due no later than 12:00 PM ET on February 27, 2026. The in-person Industry Day will be held on March 17, 2026, at 9:00 AM ET. The registration deadline is 12:00 PM ET on February 27, 2026. OPM requires an online system that can deploy off-the-shelf and custom assessments that measure a variety of competencies for Federal occupations. The final RFP for this $999M Full and Open/Unrestricted opportunity is expected in October 2026, with an award scheduled for February 2027. Reach out to Hinz Consulting for Competitive Analysis, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov for updates to the procurement timeline.

Four to Follow

1. U.S. Army Corps of Engineers (USACE), Coast-Wide Beach and Dune Ecosystem Restoration in Hancock County, Mississippi. On February 6, 2026, the Contracting Office posted a notice on SAM.gov to inform industry that the $100M SB-Set Aside is scheduled for release on or around February 23, 2026, with a projected award date in June 2026. The project involves building a 150-foot-wide beach berm to enhance habitat, strengthen coastal resilience, and reduce storm impacts. Key requirements include aligning the berm with the lower elevation of either the adjacent sidewalk or the surrounding ground, extending the berm approximately 150 feet seaward from the seawall, and sourcing approximately 300,000 cubic yards of sand from upland locations for transport and placement within the project area. Continue to monitor SAM.gov for any changes to the procurement timeline.

2. The Department of the Navy, Naval Sea Systems Command, Engineering and Technical Support for the Test and Evaluation and Prototype Fabrication Division. On February 6, 2026, the Contracting Office released a Sources Sought notice inviting Seaport NxG holders to respond to an RFI by 4:00 PM CST on February 23, 2026. Contractors are to provide engineering, programming, and technical support for science and technology, research and development, test and evaluation, sustainment, and other related programs and projects. The final RFP for this $87M effort is expected to be released via Seaport NxG, with an award date of January 2027. Continue to monitor your SeaPort portal and SAM.gov for any changes to the timeline.

3. U.S. Army Corps of Engineers (USACE), AEC Medical Facilities Architect Engineer Services (MFAES 2.0). On February 9, 2026, the Contracting Office issued a special notice to inform industry about the Virtual Industry Day via MS Teams. Contractors are urged to complete and review the Participation List before the industry day on February 25, 2026, at 1:00 PM CST. The final RFP for this $200M IDIQ is expected in April 2026, with a projected award timeline starting in November 2026. The competition type is currently unknown. Continue to monitor SAM.gov for further updates on this effort.

4. Space Systems Command (SSC), Unified Messaging Services (UMS). On February 6, 2026, SSC issued a Sources Sought notice seeking prime contractors to provide contract structure, design, implementation strategy, and cybersecurity plans for a Unified Messaging Service supporting Space Domain Awareness. The project will use agile methods to deliver software rapidly. Responses are due no later than 11:59 PM MST on March 6, 2026. The contract value and competition type are currently unknown. Continue to monitor SAM.gov for further information or updates to the procurement timeline. 

Small Business Teaming – Two Perspectives

Contact Nick: nick.mccauley@hinzconsulting.com

Welcome back to the Capture Corner, where we dissect the strategies that drive success in the federal marketplace. This week, we're tackling a hot topic: teaming between large and small businesses—building on our earlier discussion of teaming basics for small businesses in Volume 74. In an era of contract consolidation and complex IDIQ vehicles, teaming isn't just an option—it's often essential to winning and delivering. We'll explore why large primes seek small partners, how small businesses can position themselves for prime spots on winning teams, and tactics for securing and expanding work share, especially when agreements are at the IDIQ level with no guaranteed slices of the pie. Drawing on industry insights and best practices, this piece aims to equip you with actionable intel to elevate your capture game.

The Large Business Lens: From the perspective of large contractors, teaming with small businesses is a strategic imperative, not charity. Federal mandates promote small business participation—think the SBA's 23% prime contracting goal and subcontracting plans that require meaningful small business involvement. Large primes benefit by accessing set-asides, meeting socioeconomic goals (e.g., for HUBZone, SDVOSB, or WOSB firms), and tapping into the agility, innovation, and niche expertise that small businesses often bring.

A prime example is the Air Force Research Laboratory's (AFRL) Advanced Multiple Award Contract (AMAC) IDIQ, a $10B vehicle for science and technology research. In this vehicle, all offerors—large and small—must submit a Small Business Participation Commitment Document (SBPCD) outlining their commitment to small business utilization, including socioeconomic categories and specific participation details. Large businesses must also submit a separate Small Business Subcontracting Plan that meets or exceeds DoD goals, such as the 33% overall small business goal. This requirement directly incentivizes large businesses to form strong teams with small partners early, as an acceptable rating for small business participation is essential for award eligibility.

Large firms also value small partners for their lower overhead, which can sharpen pricing, and for building long-term relationships that lead to repeat business. However, primes are selective: they look for smalls with strong past performance, relevant certifications, and the ability to scale without becoming a liability. The takeaway? Teaming is a two-way street—larges gain diversity and an edge, while smalls gain access to bigger opportunities.

For Small Business: When seeking a spot on a large business’s team, preparation and visibility are key. Start by researching the market: Use tools like USASpending.gov or FPDS to identify primes winning in your NAICS codes, then analyze their past teaming patterns. Craft a compelling capabilities statement that highlights your unique value—niche skills, or innovative solutions—and tailor it to address primes' gaps.

For instance, in vehicles like the AFRL AMAC IDIQ, smalls who excel in PWS areas such as advanced materials, hypersonics, quantum technologies, or additive manufacturing could look for primes that need expertise in those areas as a complementary or ancillary service to their main offerings. To give you some ideas: A small business specializing in advanced materials might partner with a large prime focused on aircraft structures, providing lightweight composite innovations to enhance durability without adding weight. One excelling in hypersonics could team with a prime in propulsion systems, offering high-speed testing simulations as an ancillary tool to optimize engine designs. For quantum technologies, seek out primes in cybersecurity, where your quantum-resistant algorithms could complement their data protection platforms. And if additive manufacturing is your strength, align with primes in rapid prototyping for defense hardware, supplying 3D-printed components to speed up supply chain integration.

Networking is non-negotiable. Attend agency matchmaking events, industry conferences, and APEX Accelerator sessions to connect with primes and COs. Programs such as the SBA's Mentor-Protégé initiative and Joint Ventures (JVs) can fast-track partnerships, enabling small businesses to leverage large companies' resources while maintaining small business status for set-aside contracts.

Lastly, build credibility through small wins: Be open to smaller workshare or projects to build a track record of past performance. Remember, primes want low-risk partners—demonstrate reliability, compliance (e.g., with FAR rules), and a track record of delivery to stand out.

Securing and Growing Work Share: Once on a team, the real work begins—especially in IDIQs, where work share isn't usually guaranteed until the task order level. At the IDIQ level, teaming agreements outline intent, but task orders drive actual revenue.

To grow your work share, focus on performance excellence—deliver on early tasks to build trust and earn more. Market internally: Provide primes with intel on agency needs via your networks, propose value-adds such as cost savings or innovations, attend pre-bid meetings for task orders, and bring task order opportunities to your prime. Use data tools such as GovWin, HigherGov, or similar to forecast opportunities and position your team.

In multiple-award IDIQs, there are generally opportunities set aside specifically for small businesses. Lean into small business set-asides as leverage for reciprocity—offer primes subcontracting opportunities on your set-aside contracts in exchange for increased work share on theirs, creating a mutually beneficial "you give me more work share here, I'll give you work share there" dynamic.

Wrapping Up: Teaming bridges the gap between large-scale federal needs and small business ingenuity, delivering wins for all. For large companies, it's about compliance and competitiveness; for small businesses, it's a pathway to scale and stability. Whether you're a prime seeking partners or a small business aiming to expand, focus on relationships, value, and execution. In the consolidated landscape of FY26, those who master teaming will thrive.

Competitive Range

Contact Tom: tom.hudgins@hinzconsulting.com

You submitted a proposal, waited what seems like forever, and one day you get an email saying you made the competitive range, but that usually comes with proposal revisions.

In federal government contracting, when a Contracting Officer (CO) states that a bid is within the "competitive range," they are essentially saying your proposal has survived the first major cut. It’s the "shortlist" of the procurement world.

Under FAR 15.306(c), the competitive range comprises the most highly rated proposals based on the evaluation criteria outlined in the solicitation. Here is what that looks like in practice:

The primary goal of establishing a competitive range is efficiency. The government isn't required to hold discussions with every bidder. Instead, the CO narrows the field to only those firms that have a "real" chance of winning the contract.

The CO evaluates proposals based on:

• Technical Merit: Does your solution meet the requirements?

• Price: Is your bid realistic and competitive?

• Past Performance: Do you have a track record of success?

If a bid is technically deficient or vastly overpriced to the point where no amount of negotiation could make it a winner, it is excluded.

If you are within the competitive range, be prepared for the government to open discussions or negotiations. This is your opportunity to:

1. Clarify any ambiguities in your proposal.

2. Address any weaknesses or deficiencies identified by the CO.

3. Revise your pricing or technical approach in a Final Proposal Revision (FPR).

If you fall outside the range, you are eliminated from the competition. While this is disappointing, it entitles you to a debriefing, where the CO explains exactly why your proposal didn't make the cut; invaluable intel for your next bid. You should be able to see how you compare to the competition, identify your weaknesses, and show the CO that you value the feedback and are committed to doing better in your next proposal.

• February 12th: MPRC Site Visit in Redstone Arsenal, AL

• March 12th: AFCEA NOVA Naval IT Day 2026 in Chantilly, VA

• March 18th: Navy Information Warfare Industry Day 2026 in Springfield, VA

• March 16-17th: 2026 Air Force Contracting Summit in Reston, VA

• March 24-26th: Cyber Workforce Summit in Washington DC

• April 9th: Fed Expo 2026 in Washington DC

• April 13-16th: Space Symposium in Colorado Springs

• April 22nd: 2026 Digital Transformation Summit in McLean, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: DOA LRPM

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Asking the Right Questions

• Pricing Insights: The FAR Overhaul and Pricing

Opportunity Alert – DOA LRPM

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of the Army, Long Range Precision Munition (LRPM) Launched Effects Medium Range Lethal Capability Systems Integration. 

The Army requires the integration of a U.S. Government-designed payload section onto a commercial air vehicle that can be launched from the government-designed Launched Effects Dispenser for Ground and Rotorcraft (LEDGR). The Contracting Office anticipates releasing the final RFP for this $200M opportunity in May 2026, with an estimated award timeframe of October 2026. The competition type is currently unknown. Contact Hinz Consulting for Capture, Price-to-Win, Competitive Intelligence, and Proposal Support, and continue to monitor SAM.gov for any updates to the procurement timeline.

Four to Follow

1. Department of the Navy, Naval Information Warfare Center (NIWC) Pacific, Cyberspace Science Research, Engineering, and Technology Integration, Unrestricted Multiple Award Contract (MAC). On January 30, 2026, the Contracting Office released a Presolicitation Notice stating that NIWC Pacific intends to issue a solicitation for contractors to provide advisory support, coordination, and deliverables essential to operational planning, assessment, integration, execution, and technology development to maintain superiority in the cyberspace domain. The government intends to release this $500M, Full and Open/Unrestricted MAC in February 2026 with a potential award timeframe of Q3 FY2026. Continue to monitor SAM.gov for updates to this opportunity.

2. Department of the Army, U.S. Army Corps of Engineers (USACE), DBB Area Maintenance Support Activity Vehicle Maintenance Shop (AMSA VMS). On February 2, 2026, the Contracting Office released a Special Notice to inform industry of an Industry Day schedule for February 19, 2026, at the Coraopolis Army Reserve Center in Moon Township, PA, in the auditorium. A Teams link will also be provided for those who cannot attend in person. Register for the event no later than Tuesday, February 17. The final RFP for this $100M effort is expected to be released in March 2026, with a potential award date of July 2026. The competition type for this effort is currently unknown. Continue to monitor SAM.gov for further information and changes to the procurement schedule.

3. Department of the Army, USACE, Program Support for the Strategic Environmental Research and Development Program and the Environmental Security Technology Certification Program (SERDP/ESTCP). On February 3, 2026, the Contracting Office released a Presolicitation Notice via SAM.gov to inform industry of the upcoming final solicitation date of February 20, 2026. The award date for this $48M Full and Open/Unrestricted opportunity is projected for September 2026. Continue to monitor SAM.gov for any updates.

4. Department of Homeland Security (DHS), Customs and Border Protection (CBP), Modular Mobile Surveillance Systems (M2S2). On January 27, 2026, the Contracting Office released the Draft Acquisition Strategy and Q&As. CBP needs a contractor to manufacture, ship, and deliver M2S2 units, which are truck-mounted telescoping masts equipped with electro-optical day cameras, infrared night cameras, and radars for mobile detection, identification, classification, and tracking. The government anticipates releasing the final RFP for this $100M Full and Open/Unrestricted effort via GSA MAS on April 15, 2026, with an award date in November 2026. Continue to monitor SAM.gov and your eBUY portal for any changes to the solicitation timeline.

Asking the Right Questions

Contact John: john.amoriello@hinzconsulting.com

When applying the Capture Methodology to your assigned opportunities, “questions” are not just for gathering data — they can also be used to strategically shape the procurement process in your favor. In fact, your questions serve as the "steering wheel" for the entire pursuit.

Questions can impact the capture process by:

1. Shaping the Requirements

Early in the Capture phase, questions allow you to influence the RFP. By asking technical or performance-based questions, you can persuade the customer to include requirements that align with your company's strengths and make it harder for competitors to meet them.

2. Validating the Win Strategy

Questions provide the critical evidence needed to pivot or stay the course. They help validate whether value propositions resonate with key decision makers. Answers to questions can reveal a pain point or a different stance on a requirement, prompting you to adjust your strategy before the final RFP is released.

3. Competitive Intelligence (Ghosting the Competition)

Strategic questioning helps you uncover customers' needs. By asking questions (e.g., about their experience with current systems, SW, or environments), you can identify pain points related to incumbent providers. From there, you can develop a ghosting strategy and incorporate it into your proposal response without naming the competitor.

4. Relationship Building and Credibility

Questions signal to the customer that you are a Thought Leader, not just a vendor. High-level, insightful questions show you understand their mission-critical enterprise. This builds trust and positions your company and team as a strategic partner. 

The FAR Overhaul and Pricing

Contact Tom: tom.hudgins@hinzconsulting.com

If you’re a Pricing Analyst, the 2026 FAR Overhaul (RFO) isn’t just a regulatory update—it’s a career promotion from "data entry clerk" to "strategic consultant." I believe the new FAR is designed to move you from counting paperclips to analyzing markets! Here’s why your life is about to get much better:

1. You are no longer so TINA-focused

Previously, the $2.5M TINA threshold was so low that nearly every mid-market deal required "forensic accounting" to review historical data and avoid defective pricing.

• The Change: With the threshold jumping to $10M, that "compliance terror" is gone for a large portion of your portfolio.

• The Opinion: You can finally stop spending 40 hours a week verifying whether a 2023 travel voucher was "current, accurate, and complete" and instead focus on whether the price actually makes sense for the 2026 market.

2. Market Research Replaces Audit Defense

The rewrite of FAR Part 12 makes “commerciality” the default. This is a significant win for your sanity.

• The Old Way: You had to prove your cost structure (labor rates, overhead, profit pools) to justify the price.

• The New Way: You only have to prove market value. Your job shifts from internal cost analyst to market intelligence expert. You’ll spend your time reviewing GSA Advantage, commercial catalogs, and competitor trends rather than arguing with DCAA auditors about fringe benefit rates.

3. Fewer Checkbox Clauses, More Business Judgment

The RFO has removed nearly one-third of the non-statutory clauses.

• The Benefit: You won't have to spend your days cross-referencing 150+ pricing-related clauses in a single RFP. The new FAR is organized by Acquisition Lifecycle, so the pricing rules are where they belong (Part 15 for negotiated, Part 12 for commercial), rather than scattered like confetti throughout the document.

4. The CAS Trigger Relief

The increase in the Cost Accounting Standards (CAS) threshold from $2.5M to $35M means you won't accidentally "CAS-cover" your entire company just by winning one mid-sized contract. This removes the “accounting police" from your desk, allowing you to use your company’s standard commercial accounting rather than maintaining a separate, expensive government-compliant system.

The Verdict

The 2026 FAR changes turn the Pricing Analyst role into a value-add position. You are no longer a barrier to the Win; you are the person who understands how to leverage market data to make the bid competitive.

There is still a long way to go, and some of these changes may never be realized. Key takeaways and notes of interest:

• Compliance will never go away.

• Pricing was always value-added, but now it adds strategy.

• There might be pushback on some items, but we are moving in the right direction.

• It will take time for the industry to implement all updates, if approved.

• February 2-5th: Rocky Mountain Cyberspace Symposium in Colorado Springs

• February 10-12th: AFCEA WEST 2026 in San Diego, CA

• February 12th: MPRC Site Visit in Redstone Arsenal, AL

• March 12th: AFCEA NOVA Naval IT Day 2026 in Chantilly, VA

• March 18th: Navy Information Warfare Industry Day 2026 in Springfield, VA

• March 16-17th: 2026 Air Force Contracting Summit in Reston, VA

• March 24-26th: Cyber Workforce Summit in Washington DC

• April 9th: Fed Expo 2026 in Washington DC

• April 22nd: 2026 Digital Transformation Summit in McLean, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: DOA MAPS

• Four To Follow: Four Interesting Pursuits

• Capture Corner: Unsolicited White Papers

• Pricing Insights: The Dangers of AI for PTW

• Interesting Section: 2025 In Review: Fewer Bids, More Spending

Opportunity Alert – DOA MAPS

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of the Army, Marketplace for the Acquisition of Professional Services (MAPS).

On January 23, 2026, the Contracting Office released a modification that provides industry with an updated MAPS Draft RFP, additional supporting documents, and a link to the Q&A section. One notable change to the Draft RFP: the Army now intends to make 50 awards per Domain, reserving the right to award more or fewer. Each Domain will include at least 15 large businesses, 10 commercial sector vendors, and 25 small business reserves. The final RFP for this $50B IDIQ is expected around April 2026, with a proposed award timeframe of August 2027. Contact Hinz Consulting for Capture, Price-to-Win, Competitive Intelligence, and Proposal Support, and continue to monitor SAM.gov for any updates to the procurement timeline.

Four to Follow

1. Department of the Army, Intelligence and Security Command (INSCOM), Data Capabilities Division (DCD), Intelligence and Automation Operations (IAO). On January 21, 2026, the Contracting Office released and updated the Draft PWS and the Draft Solicitation. INSCOM requires Small Business industry partners to provide cross-domain solutions, digital content management, data management, operational support, access management, and IT support, including AI integration. Questions or feedback on the Draft Solicitation documents are due no later than January 30, 2026, by 9:00 AM ET. The estimated release date for the final RFP for this Small Business Set-Aside opportunity is March 2026, with a projected award date of May 2026. The contract value is currently unknown. Continue to monitor SAM.gov for updates to this opportunity.

2. Department of Homeland Security (DHS), U.S. Coast Guard (USCG), Engineering and Technical Support Services for Surface Vessel Design Sustainment and Human Systems Integration 2026 (HSI). USCG seeks a contractor to provide engineering, technical, and management support for the study, analysis, and development of solutions to engineering problems. This $100M Small-Business Set-Aside is estimated to be released on or around March 2026 via OASIS+SB, with a potential award date in September 2026. Continue to monitor SAM.gov and your eBUY portals for further information.

3. Department of the Army, Army Training Models. On January 23, 2026, the Contracting Office issued a Draft Solicitation seeking a contractor to provide subject matter experts with experience and continuity in planning, programming, budgeting, and executing Army support programs. This $47M Woman-Owned Small Business Set-Aside opportunity is expected to be released around April 2026 via GSA MAS, with a projected award date in September 2026. Continue to monitor SAM.gov and your eBUY portals for any updates to the procurement timeline.

4. Department of Homeland Security (DHS), Science and Technology (S&T) Directorate, Information Assurance Compliance Support Services. On January 23, 2026, the Contracting Office released an RFI and Draft SOW, along with feedback and questions, with submissions due no later than February 17, 2026, at 10:00 AM ET. DHS is seeking an eligible contractor to provide program management support, compliance services, information systems security office (ISSO) services, information system security management services (ISSM), security operations center (SOC) services, and zero-trust architecture services. The contract value is not available at this time but is estimated to be between $25M and $100M, with a release date of March 2026 via GSA MAS and an award date of June 2026. Continue to monitor SAM.gov and your eBUY portal for any changes to the solicitation timeline.

Unsolicited White Papers

Contact Nick: nick.mccauley@hinzconsulting.com

In government contracting, effective capture management depends on early insight and influence—often before requirements are fully formed. When contractors lack an established customer relationship, shaping those early conversations can be challenging. One underutilized tool that can support capture and business development (BD) efforts, especially when an established relationship is missing, is the unsolicited white paper.

When done correctly, an unsolicited white paper can demonstrate a clear understanding of the mission, introduce innovative thinking, and open the door to customer engagement without creating procurement risk. When done poorly, it can damage credibility or raise concerns about fairness. The right approach is essential.

Why Unsolicited White Papers Matter: Unsolicited white papers are not proposals. They are strategic communication tools intended to inform, not sell. Their purpose is to:

• Demonstrate understanding of a mission challenge or capability gap

• Offer insight or alternative approaches the government may not have considered

• Establish credibility and thought leadership

• Enable early dialogue before formal acquisition activities

For capture managers, this is especially valuable when:

• The customer relationship is limited or new

• Requirements are emerging but not yet defined

• No RFI or draft solicitation has been released

A well-crafted white paper can help shape internal discussions and position your organization as an early adopter of a mission-relevant solution.

Submitting Through the Proper Channels: Before submitting an unsolicited white paper, contractors should review agency guidance on receiving unsolicited materials. Many agencies designate specific offices or email addresses for these submissions. If a customer Point of Contact (POC) exists, confirm that they are open to receiving the document and that doing so complies with internal policy.

White papers should not be sent informally or broadly, and contractors should avoid putting customers in uncomfortable situations. The objective is to provide value while respecting procurement boundaries.

What to Include in an Unsolicited White Paper: Effective white papers are concise, mission-focused, and written from the customer’s perspective. Typical elements include:

• Problem framing: A clear description of the mission challenge or operational gap

• Context: Why the issue matters now (policy, threat, or operational drivers)

• Conceptual approach: A high-level description of how the problem could be addressed

• Differentiators: What makes the approach innovative or effective

• Assumptions: Key constraints or conditions informing the analysis

White papers must be concise and focused. High-level examples from similar efforts may be included, but be careful not to overdo it. In most cases, unsolicited white papers should not exceed 5 pages.

What Should Not Be Included: Unsolicited white papers should not include:

• Rough Order of Magnitude (ROM) estimates

• Pricing, labor rates, or cost models

• Staffing plans or schedules

• Contractual language or implied commitments

• Full company capability statements

• Lengthy past performance citations or detailed use cases

• Erroneous, speculative, or overly technical material

Customers are busy. They do not have time to read a 15+ page unsolicited white paper or sift through generalized corporate messaging. The objective is to communicate a clear idea efficiently, not to demonstrate everything your company can do in a single document.

Including pricing or ROMs can introduce procurement risk and shift the conversation away from mission and capability before the government is ready. Without a clear understanding, you risk presenting an unrealistic price (too high or too low) and losing credibility.

Post-Submission: Follow up with a respectful, brief message to confirm receipt and gauge interest. If the customer engages, the focus should be on listening, validating assumptions, understanding priorities, and refining the problem space.

Insights from these discussions should inform the capture strategy, solution development, and future teaming decisions. If the agency later issues an RFI or requests a formal white paper or proposal, the contractor is better positioned if it has not crossed ethical or procedural boundaries.

Conclusion: When used thoughtfully, unsolicited white papers can be a low-risk, high-impact tool for capture and BD teams. They enable contractors to contribute meaningful insights, establish credibility, and initiate dialogue, even without an established customer relationship. The key is discipline: focus on mission needs, avoid discussing pricing, and respect the rules of engagement.

The Dangers of AI for PTW

Contact Gerrod: gerrod.andresen@hinzconsulting.com

To determine whether Artificial Intelligence (AI) can reliably provide accurate Price-to-Win (PTW) targets, we conducted a simple case study using a Navy solicitation and associated GAO protest documentation. None of the four tools evaluated produced estimates accurate enough to serve as PTW targets. The takeaway is that AI is better suited to supporting an experienced analyst in developing and validating PTW estimates.

Can you use AI to conduct PTW?

You can upload the solicitation documents, list competitors of interest, and request details such as labor categories, direct labor rates, wrap rates, competitor fees, and projected competitor technical ratings. Your AI tool of choice will likely provide estimates, possibly with extensive justification. However, AI can generate details that appear credible but are inaccurate, so it’s essential to ask the next question.

Should you use AI to conduct PTW?

To test this, we used multiple AI tools to build a PTW from the solicitation, and then compared the outputs to the actual pricing in a GAO protest decision.

Case Study

The U.S. Navy released a solicitation in 2024 to provide educational support services and logistical support services for a foreign navy. Three competitors were invited to submit quotations, with an award to be made in early 2025. A protest was filed soon after, and a decision to deny it was released in mid-2025. A summary of the ratings and evaluated costs of the two competitors involved in the protest is shown in the table below.

The following prompt was entered into ChatGPT 5.2 Thinking, Gemini 3 Pro, Claude Sonnet 4.5, and Copilot. All tools, except Claude, provided the requested analysis and results. Claude declined to provide the analysis, stating that “detailed competitor pricing intelligence of this nature would typically be proprietary and confidential,” and instead offered guidance on conducting a PTW analysis.

Please provide a detailed Price-to-Win analysis for [program], using the attached full solicitation, for competitors [protester] of [location] and [awardee] of [location]. Provide a detailed Basis of Estimate (WBS, FTEs by Labor Category and Experience Level), direct labor rates, applicable company wrap rates, and fee rates. Also, consider each competitor’s expected ratings for non-cost evaluation criteria. Please ask any needed clarifying questions. Please do not reference or use data from the related GAO protest decision.

After addressing any clarifying questions, the three tools provided the estimated evaluated costs shown below, along with the requested supporting information. Based on the amount of detailed information provided, it may be easy to be convinced that the results are valid. However, compared with the actual evaluated costs, the results show significant issues. Compared with the actual costs being assessed, the AI estimates ranged from about 37 percent low to about 89 percent high. Two tools also reversed the cost ordering, finding the awardee to be the lower-cost option. Relying on these types of numbers would result in either a losing PTW target or an unattainable one.

This case study includes only one data point for a specific program type. Other program types may be better suited to AI. Additionally, better prompts or different tools may yield better results. However, when conducting a PTW analysis, you will not know what the “right” answer is, so it can be tempting to accept the AI-generated results given all the supporting information. For the time being, accurate PTW analysis still requires an experienced person who can use AI to support their analysis, including requirement extraction, WBS drafting, staffing logic checks, creating cost drivers, building sensitivity cases, and competitive intelligence research.

2025 In Review: Fewer Bids, More Spending

Initial Federal procurement data for 2025 shows spending rose, lots of extensions and bridge contracts, new opportunities dropping sharply, and DOGE shifted where funds were obligated.

• Federal obligations climbed to roughly $833.8 billion in FY 2025, up from $774 billion in FY 2024 (USAspending.gov).

• DOGE cancelled more than $15B in awards and these funds were reallocated to other programs. Courts set the stage for reinstatement of up to $7.5 billion.

• GovCon and industry tracking indicates that 2025 saw a large decline (25%+) in 2025 solicitation releases but we don’t have an authoritative data point to verify the extent.

• Extensions: Analysts note heavy use of bridge contracts, option exercises, and extensions.

• MAS awards stayed fairly steady at $52B.

• Spending in GWACs and other IDIQs was about $75B – sources claim is a 20%+ decline - but we can’t verify this.

• Top Vehicles in 2025 (initial data):

  • NASA SEWP V: $11.16B (15.4%)

  • Alliant 2: $10.26B (14.2%)

  • Seaport-NXG: $8.45B (11.7%)

  • OASIS Unrestricted: $4.32B (6.0%)

  • IAC MAC Pool 1: $3.47B (4.8%)

• Higher spend was concentrated among fewer vendors. One estimate has the top 15 companies accounting for 35% ($287.7B) of total federal contracts in FY25.

• February 1-4th: National Conference of Regions in Washington DC

• February 2-5th: Rocky Mountain Cyberspace Symposium in Colorado Springs

• February 10-12th: AFCEA WEST 2026 in San Diego, CA

• February 12th: MPRC Site Visit in Redstone Arsenal, AL

• March 12th: AFCEA NOVA Naval IT Day 2026 in Chantilly, VA

• March 18th: Navy Information Warfare Industry Day 2026 in Springfield, VA

• March 16-17th: 2026 Air Force Contracting Summit in Reston, VA

• March 24-26th: Cyber Workforce Summit in Washington DC

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: $999M DOT IDIQ

• Four To Follow: Four Interesting Pursuits

• Capture Corner: SLED Strategies for Administration Turnover

• Pricing Insights: Snapshot: Pricing vs. Program Control

Opportunity Alert – $999M DOT IDIQ

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of Transportation (DOT), Enterprise Information Technology Shared Services 2.

The DOT requires a contractor to provide infrastructure management, cybersecurity, application development, help desk support, and program oversight. This $999M IDIQ will be competed as both Small Business Set-Aside and Full and Open/Unrestricted. The final RFP is expected to be released around February 2026, with a projected award timeframe of September 2026. Reach out to Hinz Consulting for any Competitive Analysis, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov for any updates in the procurement timeline.

Four to Follow

1. Department of Veterans Affairs (VA), Enterprise Resource Planning (ERP). On January 16, 2026, the Contracting Office released an RFI seeking contractors capable of providing a next-generation ERP solution that meets or exceeds industry standards for federal environments. Responses are due no later than 4:00 PM ET on January 27, 2026. The final RFP is expected around April 2026, with a projected award in September 2026. The competition type and contract value are currently unknown. Continue to monitor SAM.gov for any changes to the procurement timeline.

2. Department of Justice (DOJ), Federal Bureau of Investigation (FBI), Multi-Purpose Range Complex (MPRC).  On January 16, 2026, the FBI released a presolicitation notice to inform industry of the procurement schedule. The final solicitation for this $100M Full and Open/Unrestricted requirement is tentatively scheduled for release on January 29, 2026. A site visit is tentatively scheduled for February 12, 2026, with registration due at least ten (10) days before the visit. Awards are projected for September 2026. Continue to monitor SAM.gov for updates and any changes to the timeline.

3. Department of Commerce (DOC), National Oceanic and Atmospheric Administration (NOAA), US Coast Guard (USCG) Recapitalization Project Design-Build. NOAA requires a complete Design-Build replacement of marine and shoreline structures, utilities, and support systems at the USCG Base Juneau. This $200M Full and Open/Unrestricted effort is estimated to be released on or around April 2026, with a project award timeframe in September 2026. Continue to monitor SAM.gov for further updates on this effort.

4. National Geospatial-Intelligence Agency (NGA), Common Operations Release Environment (CORE). NGA seeks a contractor with cost-effective modernization solutions, software engineering and architecture expertise, and deployable capabilities to expand NGA’s DEVSECOPS environment. On January 16, 2026, the Contracting Office released a modification to the RFI and extended the response date. Questions are due no later than January 30, 2026. Final Responses are due no later than 5:00 PM ET on February 20, 2026. Final RFPs are anticipated for release via the classified ARC around May 2026, with a projected award in November 2026. Continue to monitor SAM.gov and the classified ARC for further information or updates to the procurement timeline. 

SLED Strategies for Administration Turnover

Contact John: john.amoriello@hinzconsulting.com

In the State, Local, and Education (SLED) market, an administration turnover, such as a new governor taking office or a change in mayoral leadership, is often more disruptive than at the federal level. This is because SLED agencies are more decentralized so changes in leadership have more impact. Political shifts can instantly stall or redirect active Capture efforts.

The impact typically falls into four primary categories:

1. The "Pause and Pivot" in Procurement

When a new administration takes office, it often implements an immediate spending freeze or a review of significant contracts.

Pipeline Stalls: Projects in the Capture phase may be paused for several months, or even up to a year, as new leadership reviews existing budgets.

• Priority Realignment: A project that was a "must-have" for the previous administration (e.g., a specific green energy initiative) may be defunded or deprioritized in favor of the new leader's platform (e.g., public safety or infrastructure).

Re-evaluating RFPs: You may see "Cancel and Re-issue" notices when the scope of an upcoming RFP is revised to align with the new administration's policy goals.

2. Loss of "Political Capital" and Relationships

SLED Captures rely heavily on deep relationships with agency leaders and political appointees.

• Decision-Maker Turnover: Your "Champion" within an agency might be replaced by a new appointee who has their own preferred vendors or a different philosophy on outsourcing.

• Knowledge Gaps: New appointees often lack the historical context for why a project was pursued. You essentially have to "re-sell" the problem before you can sell your solution.

3. Personnel and Operational Friction

• Knowledge Drain: Career civil servants (non-appointees) often leave during transitions due to uncertainty. This leaves agencies short-staffed, leading to slower RFP responses and delayed award decisions.

• Shift in Evaluation Criteria: New leadership may emphasize different evaluation factors, such as "Social Equity," "Local Preference," or "Cost Savings," requiring you to rewrite your Capture strategy late in the game.

4. Strategic Timing of the "Contracting Spike"

Administrations often follow a predictable rhythm during a turnover.

• Procurement Surge: Outgoing administrations may rush to sign contracts in their final months to "lock in" their legacy. This creates a high-intensity Capture window.

• The First 100 Days: In the first few months of a new administration, focus shifts to "Quick Wins." Capture efforts that deliver immediate, visible results for the new leader are more likely to survive the transition.

Snapshot: Pricing vs. Program Control

Contact Dr. Tom: tom.hudgins@hinzconsulting.com

In the world of government contracting and large-scale project management, the Pricing Team and the Program Control Team are two sides of the same financial coin. While Pricing focuses on winning the work, Program Control focuses on executing it profitably.

Their collaboration forms a continuous feedback loop that spans the entire contract lifecycle.

1. The Core Relationship: Pre-Award vs. Post-Award

To understand how they work together, it helps to see where their responsibilities fall along the timeline of a contract.

2. Key Touchpoints of Collaboration

A. Developing the "Basis of Estimate"

During the proposal, the Pricing Team needs to know the actual costs of the work. They don't guess; they consult Program Control for historical data from similar past projects.

• The Hand-off: Program Control provides "actuals" (what it cost to build X last time) so Pricing can build a realistic bid.

• The Reality Check: Program Control reviews the Pricing Team’s models to ensure the proposed labor categories and hours are executable given current workforce availability.

B. The Post-Award Kickoff (The "Handover")

Once a contract is won, the Pricing Team hands the "Winning Price" over to Program Control. This is a critical moment.

• Establishing the Baseline: Program Control converts the pricing model into a Performance Measurement Baseline (PMB).

• Identifying Risks: The Pricing Team briefs the Program Control Team on any "tight" margins or specific assumptions made during negotiations (e.g., "We assumed we could use junior labor for 20% of the tasks to lower the price").

C. Change Management & Requests for Equitable Adjustment (REA)

Projects rarely go exactly as planned. When a customer changes the scope, the two teams must collaborate:

1. Program Control identifies that the current work exceeds the original budget.

2. Pricing steps back in to price the "Change Order" or "New Scope."

3. The teams work together to ensure the new price covers the actual cost overruns tracked by Program Control.

3. The Feedback Loop

The most successful companies treat these teams as a continuous loop rather than two separate silos.

1. Pricing sets the target (The Bid).

2. Program Control tracks performance (The Execution).

3. Variance Analysis: If Program Control observes that labor costs are 10% higher than Pricing estimated, they report this back.

4. Adjustment: The Pricing Team uses this data to adjust its bidding strategy for the next proposal, so the company doesn't repeat the same underpricing mistake.

How the Pricing and Program Control Teams interact with data:

In modern firms, both teams typically share a Project ERP (Enterprise Resource Planning) system:

• Pricing uses the system to look up historical indirect rates (fringe, overhead, G&A).

• Program Control uses the system to compare "Budgeted Cost of Work Scheduled" (from the Pricing bid) with "Actual Cost of Work Performed."

• January 26-28th: National Small Business Conference in Nashville, TN

• February 1-4th: National Conference of Regions in Washington DC

• February 2-5th: Rocky Mountain Cyberspace Symposium in Colorado Springs

• February 10-12th: AFCEA WEST 2026 in San Diego, CA

• February 12th: MPRC Site Visit in Redstone Arsenal, AL

• March 12th: AFCEA NOVA Naval IT Day 2026 in Chantilly, VA

• March 18th: Navy Information Warfare Industry Day 2026 in Springfield, VA

• March 16-17th: 2026 Air Force Contracting Summit in Reston, VA

• March 24-26th: Cyber Workforce Summit in Washington DC

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: DOW DC3 TABO

• Four To Follow: Four Interesting Pursuits

• Capture Corner: The New EO on Contractor Investments

• Pricing Insights: Basis of Estimates (BOEs)

Opportunity Alert – DOW DC3 TABO

Contact Katie: katie.clatterbuck@hinzconsulting.com

Opportunity Alert – Department of the Air Force, Department of War (DoW) Cyber Crime Center (DC3) Technical, Analytical, and Business Operations (TABO).

 On January 2, 2026, the Contracting Office released an RFI and five (5) Draft PWS documents. The work includes the design, management, and sustainment of enterprise-level systems and architectures; the production of cyber intelligence and analytics; digital evidence management; quality assurance; training; and mission partner engagement. RFI responses are due no later than January 27, 2026, at 2:00 PM ET. The Final RFP for this $560M IDIQ is projected to be released around September 2026, with an award timeframe of April 2027. The competition type is currently unknown. Reach out to Hinz Consulting for any Capture, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov for updates to the procurement timeline.

Four to Follow

1. U.S. Army Intelligence and Security Command (INSCOM), Integrated Geospatial Intelligence Enterprise Architecture (IGEA). On January 7, 2026, the Contracting Office released an RFI and a Draft PWS. Work includes providing professional IT support services for software, hardware, storage, and network connectivity across IGEA sites. Interested contractors are requested to submit responses and a capability statement no later than 8:00 AM ET on February 9, 2026. The contract value and competition type are currently unknown. Continue to monitor SAM.gov for any changes to the RFI and for information on the procurement timeline.

2. Department of the Navy, Command Control Communications Computer Intelligence Surveillance and Reconnaissance (C4ISR) Sustainment III. On January 7, 2026, the Contracting Office issued a Pre-Solicitation Notice and a Draft RFP. A virtual Pre-Solicitation Conference is scheduled for early January 2026 via Microsoft Teams. The date and time will be announced on SAM.gov. Questions are due no later than January 13, 2026, via the PIEE Solicitation Module. The Final RFP for this $250M Small Business Set-Aside is expected to be released at the end of January 2026 via SeaPort NxG, with a projected award in April 2026. Continue to monitor SAM.gov and your SeaPort portals for updates and any changes to the timeline.

3. Department of the Air Force, Implementation of Advanced Government Simulation Capabilities (IAGSC). The Air Force requires software development for various DoW customers and the integration of modeling and simulation capabilities into software and hardware environments. The contractor will conduct research and development of advanced software and hardware capabilities for integration into DoW systems. The Final RFP for this $750M Full and Open/Unrestricted IDIQ is expected in February 2026, with an award timeframe of September 2026. Continue to monitor SAM.gov for further updates on this effort.

4. National Aeronautics and Space Administration (NASA), Enterprise Endpoint Support Services (EESS). On January 8, 2026, the Contracting Office released an RFI and Pre-Solicitation Schedule. NASA plans to hold three webinars on this effort on January 14, January 21, and January 28, 2026. Questions and comments on the RFI are due no later than January 21, 2026, with responses due by 3:00 PM PT on February 12, 2026. The Final RFP is expected to be released as a Small Business Set-Aside around July 2026, with awards anticipated for April 2027. The contract value is currently unknown. Continue to monitor SAM.gov for updates to the timeline.

The New EO on Contractor Investments

Contact Nick: nick.mccauley@hinzconsulting.com

In the evolving GovCon landscape of 2026, the January 7 Executive Order (EO) titled "Prioritizing the Warfighter in Defense Contracting" has sent ripples through the defense industrial base (DIB). Issued by President Trump, the EO targets underperforming defense contractors by restricting stock buybacks, dividends, and executive compensation, aiming to redirect capital toward production capacity, innovation, and on-time delivery. For capture managers, this shifts the game: past performance and investment strategies now carry greater weight in evaluations, making compliance a potential discriminator or disqualifier. In this Capture Corner, we'll dissect the EO's capture impacts, provide a framework for adapting strategies, and highlight ways to position your bids as "warfighter-first." With the Department of Defense/War (DoD/DoW) tasked with rapid implementation, staying ahead could mean the difference in PWin amid an $831B+ defense budget.

The EO Landscape: Key Provisions and GovCon Shifts

The EO addresses perceived misprioritization within the DIB, where some contractors prioritize investor returns over warfighter needs, resulting in delays to critical systems. Effective immediately, it prohibits major defense contractors identified as underperforming from engaging in stock buybacks or paying dividends until deficiencies are remedied, with a focus on metrics such as production speed, capacity investment, and contract prioritization. Within 60 days (by early March 2026), the Secretary of Defense/War must incorporate clauses into new contracts, renewals, and options prohibiting these activities during periods of underperformance, noncompliance, or insufficient investment. Executive incentives must also be tied to performance goals, such as on-time delivery and increased production.

Key shifts for GovCon:

• Enforcement Mechanisms: The Secretary can use Defense Production Act (DPA) remedies, FAR/DFARS enforcement, and contract tools to address deficiencies.

• Immediate Risks: "Underperforming" designations could trigger rapid reviews, with prohibitions taking effect upon notification—potentially disrupting financial planning.

• Broader Trends: Aligns with DOGE's efficiency push and NDAA 2026’s emphasis on supply chain resilience, creating opportunities for agile contractors while penalizing laggards.

• Uncertainties: Terms like "underperformance" and "insufficient investment" lack definitions, leaving room for Secretary discretion—expect FAR/DFARS updates soon.

This EO reframes capture: Agencies may scrutinize bidders' financial health and investment track records more closely, favoring those that demonstrate reinvestment over shareholder returns.

EO Implications for Capture Strategies

For capture teams, the EO elevates past performance and corporate priorities as key evaluation factors. RFPs may increasingly incorporate these clauses, making compliance a threshold issue. Impacts include:

• Pipeline Reassessment: High-risk pursuits (e.g., those tied to underperforming incumbents) could open doors for challengers—monitor SAM.gov for terminations or recompetes.

• Teaming Dynamics: Partner with firms that demonstrate strong EO alignment, such as those with a proven record of reinvesting in DIB capacity.

• Win Themes Evolution: Shift narratives from cost-savings to performance-driven investments, e.g., "Our track record of prioritizing production over payouts ensures on-time warfighter support."

• PWin Risks: Noncompliance could lead to bid exclusions or protests, especially in DoD-heavy sectors like weapons systems.

A real-world angle: Contractors previously criticized on social media for buybacks (e.g., via X posts from the President or the Secretary) may face heightened scrutiny, underscoring the need for proactive self-audits.

A Framework for EO-Resilient Capture

Adapt your process with this step-by-step approach, focusing on pre-RFP positioning and proposal strength:

1. EO Risk Assessment: Scan pipelines with tools like Deltek GovWin IQ to identify EO-impacted opportunities. Audit your firm's financials—have buybacks occurred during performance dips? Quantify reinvestments in capacity.

2. Strategy Alignment: Integrate EO metrics into win themes. For PTW, modeling scenarios show that internal investments reduce risk and enhance value.

3. Teaming and Partner Vetting: Require partners to disclose EO compliance plans. Use teaming agreements to mandate performance-linked incentives.

4. Proposal Integration: In past performance volumes, highlight reinvestment examples (e.g., "Diverted $X from dividends to expand production lines, achieving 95% on-time delivery"). Prepare for gate reviews to simulate EO scrutiny.

5. Post-Submission Monitoring: Track DoD guidance releases and adjust for debriefs, incorporating EO lessons into future captures.

Small businesses may benefit from set-aside expansions, but all should prepare for broader FAR changes by Q2 2026.

In summary, the new EO isn't just a regulatory instrument—it's a catalyst for capture. By prioritizing performance in your strategies, you'll align with the "warfighter-first" mandate and boost PWin in a performance-driven landscape. Act now; the 60-day clock is ticking.

Basis of Estimates (BOEs)

Contact Dr. Tom: tom.hudgins@hinzconsulting.com

A Basis of Estimate (BOE) is the foundational documentation that explains how a cost or schedule estimate was derived. It bridges the gap between a raw number and a credible plan.

Why BOEs are Critical?

Without a BOE, an estimate is just a guess. BOEs are important because they establish defensibility (fair and reasonable pricing). What they bring to the table includes ensuring a clear understanding of requirements, determining the “probable cost” for all contracts and establishing credibility and trust. They provide a clear audit trail, enable consistent risk assessment, and ensure that, if a project lead leaves, their successor understands the budget rationale. BOEs are not always needed especially when statements of work already recommend level of effort, staffing profiles, Other Direct Costs, Direct Materials, etc.

What Makes a BOE?

A standard BOE typically includes:

• Scope: The work being estimated.

• Methodology: The "how" (e.g., analogy, parametric modeling, or expert judgment).

• Assumptions: Conditions taken as accurate (e.g., "labor rates will remain flat").

• Exclusions: Items not included to avoid double-counting.

• Source Data: Historical data or quotes used for calculation.

Types of BOEs

1. Analogous (Comparative)

This type uses a direct comparison to a past project. It is most effective when the new work is very similar to an existing job.

• Logic: "Project B is 10% larger than Project A, so it should cost 10% more."

• Best for: Early-stage planning or repetitive work.

2. Parametric (Statistical)

This type uses mathematical models to relate project characteristics (parameters) to cost.

• Logic: "Historical data show that it costs $200 per square foot to build this type of facility; we have 5,000 square feet, so the estimate is $1,000,000."

• Best for: High-level accuracy when strong historical data exist (e.g., software lines of code, weight, or volume).

3. Engineering (Bottom-Up / Grassroots)

This is the most detailed approach. You break the project into its smallest components (Work Breakdown Structure or WBS) and estimate each piece individually.

• Logic: "Task A requires 40 hours from a Senior Engineer and 20 hours from a Technician."

• Best for: Finalizing budgets when the design and scope are fully defined.

4. Expert Judgment (Delphi Method)

This relies on specialists' experience when data are scarce. The "Delphi Method" is a structured approach in which multiple experts provide blind estimates and iterate until consensus is reached.

• Logic: "Based on 20 years of experience with this specific technology, I estimate this task will take 3 months."

• Best for: New technology or unique projects with no historical data.

5. Actual Costs (Extrapolation)

This method is used when a project is already underway. You use the costs incurred to date for the first phase to estimate the final total.

• Logic: "We have finished 20% of the project and spent $50,000, so the remaining 80% should cost roughly $200,000."

• Best for: Mid-project re-baselining or follow-on contracts for the same product.

The Most Successful BOEs

The most successful BOEs are those based on Parametric Estimating and Analogy with High Correlation.

1. Parametric Estimating: Widely considered the "gold standard" for accuracy in mature industries (such as aerospace or software). It uses statistical relationships between historical data and variables (e.g., cost per square foot or cost per line of code). Because it is data-driven rather than opinion-driven, it is highly successful in surviving rigorous audits.

2. Comparative/Analogy Estimating: This is most successful when a company has a robust "Lessons Learned" database. By comparing a new project to a 90%-identical past project and adjusting for known differences, the estimator reduces the "optimism bias" that often plagues new ventures.

Ultimately, the "best" BOE is transparent. Even a complex mathematical model fails if a stakeholder cannot follow the logic from the initial assumption to the final dollar amount.

It all goes back to the saying that “if you can defend it, include it,” but BOEs take that and make it official.

• January 26-28th: National Small Business Conference in Nashville, TN

• February 1-4th: National Conference of Regions in Washington DC

• March 16-17th: 2026 Air Force Contracting Summit in Reston, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Opportunity Spotlight of the Week: AFRL MAC

• Four To Follow: Four Interesting Pursuits

• Capture Corner: How Loss of Key Personnel Can Impact Capture

• Pricing Insights: Gross Contribution

• The Interesting Section: A History of Resolutions

Opportunity Alert – AFRL MAC

Contact Katie: katie.clatterbuck@hinzconsulting.com

Opportunity Alert – Department of the Air Force, Air Force Research Laboratory (AFRL) Multiple Award Contract (MAC). 

On December 19, 2025, the Contracting Office posted the draft RFP and other solicitation documents on SAM.gov and requested questions by January 7, 2026, at 4:00 PM ET. This $10B IDIQ will be competed in both the Unrestricted Pool and the Small Business Pool. The anticipated RFP release date is tentatively set for February 2026, with an award timeframe of September 2026. Science and Technology needs for this requirement include, but are not limited to, basic and applied research; data science and analytics; technology development; digital architecture (via model-based systems engineering); modeling and simulation; manufacturing and fabrication; experimentation and testbed development; integration and demonstration; and technology transfer to military capabilities. Reach out to Hinz Consulting for any Capture, Graphics, Price-to-Win, or Proposal support, and continue to monitor SAM.gov for updates to the procurement timeline.

Four to Follow

1. Department of the Army, Army Materiel Command (AMC), Base Operations Support Services (BOSS) for the Directorate of Public Works (DPW). On January 5, 2026, the Contracting Office released a notice on SAM.gov stating that the solicitation remains anticipated for February 2026, with a potential award date in October 2026. Support for this $400M Small Business Set-Aside opportunity includes facilities maintenance instruction, grounds maintenance, vertical and horizontal facilities maintenance, cemetery operations, heating and cooling services, wastewater services, and water services. Continue to monitor SAM.gov for any changes to the procurement timeline.

2. Department of Homeland Security (DHS), Cybersecurity and Infrastructure Security Agency (CISA), Cyber Dynamic Operational Multiple Award Environment (Cyber DOME). DHS CISA requires scalable implementations rooted in collaboration, accountability, and transparency, with technical planning, development, and operational support aligned with organizational strategies. This $18B multiple-award IDIQ is anticipated for release in Q2 FY2026, with a potential award timeframe of February 2027. The competition type is currently unknown. Continue to monitor SAM.gov for more information and any changes to the timeline.

3. Department of State (DOS), International Narcotics and Law Enforcement Affairs (INL), Airwing Worldwide Aviation Support Services (AWASS). The DOS requires worldwide aviation support services, including flight operations, maintenance, logistics, safety, and management. This $10B IDIQ is estimated to be released in June 2026 under both Full and Open Unrestricted and Small Business Set-Aside. The award date is anticipated for December 2026. Continue to monitor SAM.gov for further updates on this effort.

4. Department of the Army, Army Corps of Engineers (USACE), Job Order Contract (JOC) at Fort Bliss, Texas, IDIQ. USACE requires a broad range of real property repair and construction projects, including administrative facilities, barracks, maintenance shops, motor pools, hangars, and other areas. This $100M IDIQ is expected to be released in March 2026, with an anticipated award in August 2026. The competition type for this effort is currently unknown. Continue to monitor SAM.gov for further information or updates to the procurement timeline. 

How Loss of Key Personnel Can Impact Capture

Contact John: john.amoriello@hinzconsulting.com

In the capture methodology, "Key Personnel" are often the most critical assets—not only for the eventual execution and service delivery of the contract, but also for the strategy and intelligence gathering required to win it.

When Key Personnel are lost during the capture phase, the impact ripples throughout the entire pursuit lifecycle. Specific impact areas are:

1. Disruption of Intelligence and Relationships

Capture is deeply rooted in "customer intimacy." Key Personnel often maintain the primary relationships with Client stakeholders.

• Loss of Insight: When a key person departs, they take “entrenched client knowledge" with them (e.g., the customer's actual pain points and unofficial preferences).

• Relationship Reset: The "replacement" must start from scratch to build trust. In long-cycle captures (12–24 months), losing a person in the final 6 months can be catastrophic because there is no time to rebuild rapport with the customer.

2. Technical and Solution Gaps

The Subject Matter Experts (SMEs) are responsible for the "Win Theme" and the technical "Discriminators."

• Cohesion Loss: A new Account Lead may disagree with the established technical direction. This can lead to "re-solutioning" late in the game, introducing inconsistencies between the technical and pricing volumes.

• Knowledge Silos: If the methodology isn't documented in a shared "Capture Plan," the rationale for specific technical trade-offs may be lost, leaving the proposal team to guess at the original strategy.

3. Impact on "Price-to-Win" (PTW)

Key Personnel can help reduce cost assumptions.

• Risk Premium: When the person who understands the operational risks leaves, the remaining team often adds "contingency" to the pricing to cover their uncertainty and risk. As a result, this can lead to a bid that is priced out of the competition.

4. Organizational and Partner Confidence

Capture often involves complex teaming agreements with subcontractors.

• Teaming Stability: Partners often join a pursuit because of the reputation of the Key Personnel. Their departure can erode subcontractors' confidence, potentially prompting them to withdraw or offer less competitive pricing.

Gross Contribution

Contact Dr. Tom: tom.hudgins@hinzconsulting.com

When we’re deep in a pricing model, it’s easy to get tunnel vision. We obsess over the bottom line, Net Profit, and the "Price-to-Win." But there’s a quiet number sitting in your metrics tab that actually determines if the project is a "good" win or just "busy" work: Gross Contribution. If Net Profit is the prize at the end of the race, Gross Contribution is the fuel that keeps the car running. Here’s why you should be paying closer attention to it.

Gross Contribution is the total amount of money a project brings in to cover your Indirect Costs (Fringe, Overhead, and General and Administrative (G&A)). This money funds things like the HR team, legal fees, the employer portion of the 401(k) match, and even office coffee. It’s the "membership fee" the project pays to the company for the right to exist.

Why It’s a "Must-Check" Metric

1. It Keeps the Lights On. A project can have a razor-thin profit margin and still be a massive win for the company. Why? Because if it has a high Gross Contribution, it’s absorbing a considerable share of your company’s fixed costs. If you didn’t have that project, your G&A and Overhead wouldn’t just disappear; they’d be dumped onto your other projects, making your other projects and bids more expensive and less competitive.

2. The "Subcontractor Trap". We’ve all seen it: a proposal looks profitable, but it’s 80% subcontractor labor. When you use subs, you usually get only a tiny sliver of G&A or a "handling fee." When you use your own people (the Prime), you recover Fringe, Overhead, and G&A. Gross Contribution exposes the truth: a "profitable" sub-heavy deal might actually be starving your home office of the indirect recovery it needs to grow.

3. Your Safety Net. Things happen. Estimates are missed, or work takes longer than planned. If a project has a healthy Gross Contribution, you have a "buffer." Even if your profit takes a hit, the project still helps cover corporate expenses. Without that contribution, a small mistake can turn a project from a winner into a drain on the company’s bank account.

4. Is Escalation Working? If your contract spans five years, you need to ensure your Gross Contribution grows in line with your costs. If your labor rates rise but your contribution stays flat, you’re effectively giving the client a discount on your corporate services each year. Reviewing this metric helps you spot "margin creep" before it occurs.

Key takeaway: While it's essential to focus on profit and fees, it's equally important to track and estimate Gross Contribution. After all, you need to make sure you can cover your expenses and “pay the bills." 

A History of Resolutions

New Year’s resolutions trace a long and colorful history, stretching back about 4,000 years as people rethink time, morality, and self‑improvement. The familiar “new year, new me” impulse started long before modern self-help culture.

In ancient Babylon around 2000 BCE, people used the 12‑day Akitu festival to make concrete promises. They pledged to their gods that they would pay debts and return borrowed goods in exchange for divine favor and good harvests, treating these vows as serious religious commitments with real social and spiritual consequences.

Later, the Romans anchored the tradition in January, named for Janus, the two-faced god of beginnings who looks both backward and forward. Romans marked the new year by making vows, exchanging gifts, and swearing oaths of loyalty, turning the season into a moment of reflection and intention rooted in religious and political ritual rather than personal goal-setting.

Christian traditions then pushed resolutions toward moral renewal. In the 18th century, John Wesley helped popularize “Watch Night” services, where people gathered on New Year’s Eve to examine their lives, confess sins, and commit to spiritual improvement, remixing earlier devotional customs into a focused moment of yearly recommitment.

By the 19th and 20th centuries, resolutions increasingly shifted into secular, personal territory. As psychology and self-help culture expanded, people set goals around health, finances, and self-discipline, and early 1900s newspapers printed lists of resolutions that read strikingly like modern ones.

When the focus moves from ordinary resolutions to presidential promises, the follow‑through actually improves. Long‑running studies of U.S. presidencies show that, on average, presidents at least partially fulfill about 70–75% of their campaign promises once compromises and incremental progress count. However, if the standard includes only fully completed promises, that success rate drops to roughly 25–35%, with the rest stalling, changing shape, or dying under political and institutional constraints.

Set against the fate of most New Year’s resolutions—which collapse within a few months—presidential promises, as a group, show a noticeably higher rate of follow‑through, even if the outcomes rarely match the clean, confident simplicity of the original pledge.

• January 26-28th: National Small Business Conference in Nashville, TN

• February 1-4th: National Conference of Regions in Washington DC

• March 16-17th: 2026 Air Force Contracting Summit in Reston, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business

In This Week's Newsletter:

• Happy Holidays from Hinz!

• Opportunity Spotlight of the Week: Army MAPS

• Four To Follow: Four Interesting Pursuits

• The Interesting Section: Fun Santa Facts

Happy Holidays from Hinz!

As the year winds down, thank you for being such an essential part of this community.

The People, Processes and Technology of our work across Federal, State, and Local BD, Capture, P2W, Proposals, and Pricing truly makes this the most fascinating industry to work in.

We are all fortunate to do what we do, even in a year this complex, changing, challenging and sometimes confounding.

Farewell, 2025!

May the weeks ahead bring you rest, joy, and time well spent with the people who matter most. Here’s to new beginnings, renewed energy, and exciting opportunities in the coming year.

Wishing you a wonderful holiday season and a happy, healthy New Year.

Opportunity Alert – Army MAPS

Contact Katie: katie.clatterbuck@hinzconsulting.com

Department of the Army, Marketplace for the Acquisition of Professional Services (MAPS). 

On December 19, 2025, the Contracting Office released a modification of the Government’s intent to proceed forward with the MAPS acquisition, merging the RS3 and ITES-3S contracts. The industry day, both in-person and virtual, is scheduled for January 28, 2026, with registration closing by 5:00 PM ET on January 23, 2026. In-person is limited to two people per company at the Myer Auditorium in Aberdeen Proving Ground, MD. Estimated release for the Final RFP of this $50B IDIQ is April 2026, with an award timeframe of August 2027. Reach out to Hinz Consulting for any Capture, Graphics, Price to Win, or Proposal support and continue to monitor SAM.gov for any updates in the procurement timeline.

Four to Follow

1. Defense Information Systems Agency (DISA), Secure Access File Exchange (SAFE) Modernization. On December 22, 2025, the Contracting Office released an RFI for interested vendors to provide a white paper response showcasing their solution to enhance scalability, strengthen security, improve accessibility, increase file size capacity, and empower user control. Questions on this RFI are due no later than 4:00 PM ET on January 6, 2026. Responses are due no later than 4:00 PM ET on January 13, 2026. The contract value and competition type are currently unknown. The final RFP is estimated for release around April 2026 with a projected award timeframe of October 2026. Continue to monitor SAM.gov for any changes to the procurement timeline.

2.  US Special Operations Command (USSOCOM), Army Special Operations Forces Training Support Services. USSOCOM has the need for a contractor to provide exercise management, subject matter expertise, and role players to support field and situational training exercises that enhance realism and adaptability for students. The final RFP for this $120M IDIQ is estimated for release in June 2026 with a potential award date of October 2027. The competition type for this IDIQ is currently unknown. Continue to monitor SAM.gov for more information.

3. Department of the Army, Information Technology Services and Support for Product Lead (PL) Acquisition, Logistics, and Technology Enterprise Systems and Services (ALTESS). The Army requires support for Hewlett Packard and Dell servers and workstations, Cisco UCS, thin clients, Linux and Microsoft Windows Server editions, Oracle Servers, and VMware virtualization products. The estimated time for final RFP release for this $130M opportunity is January 2026 with an award set for April 2026. The competition type is currently unknown. Continue to monitor SAM.gov for further movement on this effort.

4. National Aeronautics and Space Administration (NASA), Engineering Services and Science Capability Augmentation II (ESSCA). On December 19, 2025, NASA published the Virtual Industry Day content, providing an interested parties list and updated procurement schedule. The final RFP release for this $1.8B Full and Open IDIQ is now January 30, 2026, with proposals due March 11, 2026. The current date for contract award is September 30, 2026. Continue to monitor SAM.gov for further information or updates to the procurement timeline.

Fun Santa Facts

• Santa has many names, including Saint Nicholas, Kris Kringle, and Father Christmas, depending on the country.

• Santa’s modern image as a jolly, bearded man in a fur-trimmed suit was strongly shaped by 19th-century American cartoonist Thomas Nast, who drew influential Santa illustrations for Harper’s Weekly starting in the 1860s.

• He is most often shown in a red-and-white suit, a look that became especially popular after Coca-Cola’s holiday ads in the 1930s.

• Santa traditions differ by country; for example, Italian children look for La Befana, a kind witch who brings gifts, and children in the Netherlands celebrate Sinterklaas, who arrives by steamboat from Spain.

• The idea of flying reindeer may come from northern legends and from how fast and powerfully real reindeer can move through snow and his reindeer are usually listed as Dasher, Dancer, Prancer, Vixen, Comet, Cupid, Donner, and Blitzen, with Rudolph added later in 1939 by Robert L. May.

• The tradition of children leaving out milk and cookies for Santa in the United States is believed to have become popular during the Great Depression, as a way to teach kids about generosity and showing gratitude even in hard times.

• January 26-28th: National Small Business Conference in Nashville, TN

• February 1-4th: National Conference of Regions in Washington DC

• March 16-17th: 2026 Air Force Contracting Summit in Reston, VA

About Hinz Consulting

Hinz Consulting provides services across the full business development cycle:

• Proposals

• Capture

• Price To Win

• Competitive Intelligence

• Strategic Pricing

• Production

• AI Services

• Training

• BD Transformation 

• Process/Methodology 

• Tools and Template

• Small Business