As his train departed the station, for the usual weekend commute from Virginia to the Big Apple, Joseph “Joe” McCanaugh, the newest CEO of Consulting Solutions Inc., pondered over the quarterly Board of Directors meeting and his first year’s objective – grow the company. Joe had become the CEO nearly two months earlier during the company’s acquisition. He looked out the window and contemplated seemingly endless strategies to increase the workforce and transform Consulting Solutions from its small business footprint to a larger business in the federal government industry.
Consulting Solutions Inc has spent the past 20 years serving the Federal Government. Consulting Solutions got its start as an 8(a) company in the DIA Mentor-Protégé program as a Protégé business delivering top notch IT & Mission Services. The company graduated from both the 8(a) program and the DIA Mentor-Protégé program, demonstrating an ability to bid and execute on large scale programs. Throughout the company’s lifespan, Consulting Solutions had endured its fair share of government turbulence and federal budget fluctuations to remain a player in the federal marketplace. In 2018, following 20 years of sustained excellence, Consulting Solutions underwent an acquisition and sold to a new ownership group. Planning on continuing the legacy of unmatched customer delivery, the new Executive Directors are combining highly skilled personnel with state-of-the art commercial technology, focusing on providing innovative solutions to support the federal government for another 20 years. This case explores the various federal government agency nuances, rigid employee vetting processes, and stringent guidelines for competing and thriving in the federal government industry.
Authors: Leroy A Alexander, Fabiano Laux, Abraham A Polanco, Ellen Presnell, Darren Rock
Link: https://doi.org/10.28945/4559
Alexander, L.A., Laux, F., Polanco, A.A., Presnell, E., & Rock, D. (2019). Consulting Solutions Inc: Thriving in the federal government industry. Muma Case Review 4(14). 1-16. https://doi.org/10.28945/4559