The United States Federal Government is the largest buyer of goods and services in the world.
But does Uncle Sam buy what your company produces? And what does it take to succeed in selling to the government?
My guest this week is Judy Bradt, a Federal contracting expert, CEO of Summit Insights and bestselling author of Government Contracts Made Easier.
I’m going to ask Judy about the four things she believes are necessary for an existing company to begin a successful government contracting effort, why she says “there is no such thing as doing business with the Federal Government,” and why she insists on using the word easier instead of easy when referring to Federal Contracting.
Please join us Thursday morning at 10:00​ eastern time, streaming right here on LinkedIn.
What follows is a computer-generated transcription of our entire conversation. Please excuse any typos!
Frank Felker 00:22
My guest today is Judy Bradt. Judy is a Federal contracting expert. She’s the CEO of Summit Insight here in Alexandria, Virginia. And she’s also the bestselling author of Government Contracts Made Easier, now in its second edition. Judy Bradt, welcome to the program.
Judy Bradt 00:47
Frank, thanks for inviting me. And I’m delighted to meet the Radio Free Enterprise Community today.
Frank Felker 00:53
I appreciate you being here, Judy. And, you know, both your company and mine are based in Alexandria, Virginia, which is just a stone’s throw from the seat of the Federal government in Washington, DC. And as a result, we are surrounded by hundreds if not thousands of Federal contracting companies. Can we start out I just for people who are not aware? Can we start out with what the size is of the Federal contracting market? And how many contractors are out there vying for a piece of it?
Judy Bradt 01:27
Well, up until 2020, which was a year for the record books in all kinds of ways, the Federal government was awarding Federal contracts worth a total of about 450 billion – half a trillion dollars, approximately. And that number had been had had its ups and downs, but it’s been on the uptrend. The pandemic blew that out of the water on the high end last year. And there are well over 50,000 companies that are registered to do business with the Federal government and registration to do that is free. The Federal government includes lots of resources, lots of folks who want to encourage just about everybody who thinks they’ve got a product or service. And that’s where things start to get interesting.
Frank Felker 02:27
Well, and that’s why I’ve asked you to join us here today to share all the interesting bits with us, based on your experience now, you know, there’s over 50,000 contractors out there looking for a bite of those, all that money. And yet, in spite of that level of competition, your belief is I’m speaking for you, you can tell me whether I’m speaking correctly or not, that there are still many opportunities available for people to get into the contracting space. If they meet certain criteria, there’s certain questions that you feel business owners have to be able to answer for themselves in order to determine whether their business and their personality is suited to government contracting. Could you share some of that with us?
Judy Bradt 03:10
Sure. And the decision to pursue Federal business is a big one. Data shows that companies spend anywhere from 30,000 to $233,000, over the course of a 12 month period, invest that money in the pursuit of winning Federal business, the valley, the mean average value of that first contract is about $370,000. Now, that is not to say either that you spend $30,000. And someone will give you a contract for $370,000. A know that if only it were that easy. But those are that gives you some idea the order of magnitude of investment. And you’re investing not just money, but time, sweat equity, and opportunity cost. If somebody’s thinking about pursuing Federal business, first thing I encourage people to do is research. Who specifically which Federal humans, not which agency in the Federal government really needs, what you do, whose problem can you solve? And what are you willing to invest in time and money to reach those people, that person, woo them and build trust, so they want to do business with you? Because there’s no such thing as doing business with the government. You hurt me there’s no such thing as doing business with the government. When your company wins a Federal contract, physically or electronically, you’re going to sign a contract signed a document and that document is going to have a signature of another human being who has everything on the line when they choose you, it’s a big deal. And so that’s why Federal buyers are some of the most risk averse life forms on Earth. It means everything to them, and they have everything on the line. When they pick a vendor, it has huge implications for them personally for their career for their agency. And so that’s part of why it looks like you might think it looks like a process, how hard could it be, and yet, companies can find it really challenging when they first get started.
Frank Felker 05:36
You know, and I’m glad you brought that up about not doing business with the government, you’re doing business with another human being. I’ve lived in the Washington DC area almost my entire life. For my entire adult career. I’ve been involved in marketing and sales. And so people, some people assume that if I live in Washington, and I’m an expert on marketing and sales, I must know a lot about Federal government contracting and marketing to the Federal government, which of which I know nothing. But what I am interested in learning about this is that there’s one thing that commercial contracting or commercial marketing and Federal contracting have in common, which is that person to person connection, and bringing to that other person, the buyer, in this case, that Federal buyer, what they’re looking for, and it’s Would you say that what are at least a primary thing they’re looking for? Is somebody who’s not going to make them look bad. They’re so risk averse. They looking for somebody who’s going to keep them safe? Is that a fair state?
Judy Bradt 06:35
Yes, you’ve hit on one of the, what I call the holy trifecta of things that a Federal buyer really wants. And I learned this from my friend and training partner. That’s a whole other story and adventure. Eileen Kent, the Federal sales Sherpa. And this is what we teach our clients, your Federal buyer, buyer really wants three things, even if they’re not telling you these things. Follow the rules, make it easy, make me look good. And if you have to boil it down all of the rules, all of the experiences you have in Federal contracting, ask yourself, How am I doing these three things. And if every single time you’re interacting with the Federal buyer and your buyer, the phrase, buyer, I’m not going to get into a theological argument with somebody, but Oh, my buyers, the contracting officer, know my buyers, the contracting specialist, know my buyer is really the base commander. People have to understand that you’re going to need expect to research and get to know and truly understand what’s in the minds and the hearts of players at five layers, you’re going to need at least one relationship. understand who the player is at each of five different layers. We’ve developed the players and layers, methodology, and even people who have been in the Federal contracting business for many years. When we tell them about this, their eyes start to shine the ones who have been successful, they realize how brilliant they are. I want to put paid to a notion, Frank, you said you don’t know anything about selling to the Federal government? I’m going to say Yes, you do. 80% of the things that you have learned in your lifetime. The things that you have taught to other business owner says things your guests have chaired 80% of those things also apply in the Federal arena. those principles on how you build trust, and relationships with Federal humans are also things you need to do. That you do everyday in commercial. So anyone who’s got success in the commercial market, and you add circles back to what you started asking me at the beginning. What are the questions somebody needs to ask themselves? About? Am I ready for Federal business? One is, is your company successful in generating revenue in winning clients? Are people already paying you for the thing that you’re good at for the product you make? Well, that’s really important. You’ve got to have a business that is already serving someone so that your risk averse Federal buyer, you can tell them and show them that you’ve solved their problem for someone who looks just like them yesterday afternoon,
Frank Felker 09:44
like then. Okay, well, you’re going with it. What’s the next question?
Judy Bradt 09:49
Next question is, what kind of working capital Do you have to invest in building the business you’ll remember that I said data shows that companies spend Anywhere from 30,000 to $233,000, in a combination of cash and sweat equity, they invest that money in order to win the business. Some people say, well, they consider engaging me or some other consultant or other resources, they I’m going to win my first Federal contract, and then I’ll be able to afford getting help.
10:20
Mm hmm.
Judy Bradt 10:20
It doesn’t actually work that way. I mean, in professional services, the data shows that the average profitable consulting company, maybe you have 30%, of what you bring in the top fills out the bottom. And then out of that, you have owners distribution, and how much of that can you reinvest? So the idea, I’m going to win $100,000 contract, and then I’m going to have the working cap? No, you got to invest the capital upfront. In order to pursue the business, when the business, perform the contract, keep your company alive and pay your bills till you get paid out the back end. So what are your sources of financing, it’s really important, I kind
Frank Felker 11:02
of want to cut in on that, because in the commercial world, we would refer to this as cost of acquisition cost of customer acquisition. And the funny thing is, though, there are a lot of particularly smaller business owners who don’t understand they have to pay for their customers, they have to buy customers, they need to invest,
Judy Bradt 11:22
invest in relationships, I get I get all squeaked out when you talk about buying customers. So I want to just tweak the language a little bit because trust can’t be bought Trust has to be earned. But you have to invest in doing the things that and showing up in ways and offering messaging and ideas and acts of service that build trust, you have to give somebody as superlative and experience when they’re getting to know you as you want and you promise to give them when they marry you when they hire your company to work for them. If you’re having a crummy time on the date, it usually doesn’t work out better when you get married, right? Yeah.
Frank Felker 12:05
The reason why I use that expression is for the very reason that I had such an impact on you. It cuts through the noise and gets to somebody’s limbic system. And I got what, and but in any event, I agree completely, I had Bob Berg, have you read the book? The go giver?
12:23
I love that.
Frank Felker 12:24
Yeah, well, in any event, he, he was on Radio Free Enterprise recently. And he talked all about that. And it’s funny because we did not mention Federal contracting companies. But he mentioned that the trust building exactly the way you did, and talked about, it’s the same for profit, nonprofit, religious organization, charitable group, whatever it is, he’s all about giving value.
Judy Bradt 12:48
giving value. And I love the work of Rene Brown, I ran across her TEDx talk from 2010, her Houston TEDx talk, which the was the one that just exploded into the universe, and shocked her, she tells now, a story on a Netflix episode that came out a couple of years ago, what it felt like to have a little TED talk that she thought nobody was going to watch wake up in the morning, and suddenly, it was all over the news that it was a must have been terrifying. But if you haven’t spent 17 minutes of your life listening to that original TED Talk, called the power of vulnerability, then do and I hope that that encourages people to explore the rest of her work, because she is, does research based solid research-based work on trust and vulnerability. And she talks about shame, and all of the things that create a foundation for what she calls daring, leadership. All of those things matter tremendously. And I first ran across her work in in 2010, early and it for me, it’s a touchstone, because she has a very structured way of talking about how trust is built. And the foundation is trust is built one small interaction at a time.
14:09
Mm hmm.
Judy Bradt 14:10
And that can include did you return the phone call when you said you did not, hey, you can trust me just pay me that million dollar contract, really, you can trust me to perform, how you do anything is how you do everything. Did you return your phone call? Great.
Frank Felker 14:25
Now, if you could please give us the third and fourth questions that people need to ask themselves about their business, and its viability as a contracting candidate.
Judy Bradt 14:36
Absolutely. So the first one was, is your business successful was a commercial enterprise in the first place. Second, do you have resources working capital that you’re willing to invest? The third is what problem do you solve? Now? I used to work for the I started my career in Federal contracting working for the government but not the government. You might expect for 50 years between 1988 and 2003, I was Canada’s top expert in helping Canadian companies win contracts with the American Federal government under the trade agreements. In 1987, Canada and the United States have just passed free trade and where a year from implementation, there’s a new section on non defense, government procurement. And my job was to as a trade commissioner, the Canadian equivalent of the US Commercial Service, I was helping Canadian companies win business abroad. And so as part of that, my job was to be able to understand what it took. And I was a public servant of Canada. So Her Majesty, the Queen and the right of Canada, gave me a lunch allowance. It was my job to go take people out to lunch and hospitality and learn things and build relationships. And one of those in this case, it wasn’t lunch, it was breakfast. And the speaker was Nick Wakeman. At the time, he was editor of Washington technology. And he was saying that the general says, I’ve always got time for a capability briefing. I’m like, wait, timeout, I talked to 1000s of companies all year long. What Who is this general that always has time for capability? briefings? He said, You didn’t listen to me. I didn’t try to I take notes. My mom always said, I talk too much. And I don’t listen in it. Tell me again, what did you just say? He said, The General said, I always have 20 minutes for a company who can solve my problem. So What’s his problem? If you are approaching a Federal buyer, and you’ve done your research, people will tell you in Federal contracting, do your homework, do your homework, and you want to tear your hair out and go? What homework are we talking about? you’re researching your individual Federal human to understand not only what is their job in the organization, but what and what are they responsible for? But what’s happening for them in their career? You can, too over 2 million Federal employees are on LinkedIn, if you’re trying to call somebody in a Federal office, look them up on LinkedIn, how long have they been in that job? How long have they been in that agency? Where have they been before? What could be going on for them? Right now? What problems might they have? And so
Frank Felker 17:20
I was going to say that, again, is directly in alignment with commercial work as your schooling me hear that there’s so much in common, if we could, if you would go on down to the fourth thing, because I still have a lot of other questions I want to ask you, Judy,
Judy Bradt 17:36
you should ask all of this. So the fourth one is really to focus, it focus or go broke. And so everyone in the Federal government, you think they might be able to use what you do? Well, great. But if you don’t have time to learn about your Federal buyer, they sure as heck do not have time to learn about you. And so you really need to go narrow, go deep. And that means you can keep showing up with persistence, politeness, absolute determination. And that’s going to make the difference. And make the transition from being perceived as the difference between pestilence and persistence, you have to find the, the sweet spot between apathy and pestilence, oh, they I’m only going to call them once. They don’t want to call back and calling back every single day. And that sweet spot is different for everybody. It’s a zone, it’s not going to be perfect, you’ll hit the you’ll hit the wall a little. But you’ve got to be willing to keep showing up. And that shifts your buyers perception of who you are, as the person who called twice and gave up. And the one who not only called back but they call back when they say they’re going to call back and they tell a great story. And they’re cheerful, their voicemail is fun, who leaves a fun voicemail? You have 30 minutes, you’ve got 30 seconds of someone’s undivided attention. Even if it’s asynchronous. Why would you not make that memorable and exciting. That’s what you’re dealing with humans. That’s the message they’re going to return.
Frank Felker 19:05
Now I know your emphasis on focus also has to do with focusing on a small number of agencies. Rather than trying to go Why can you give us an example of how that would be a successful tactic for a particular business.
Judy Bradt 19:22
But give me an example of a product or a service or a sort of a business owner who happens to
Frank Felker 19:27
let’s say somebody sells tires.
Judy Bradt 19:31
Okay, great. And so you might say, hey, every single agency has vehicles, okay. And so, if nobody’s heard of you, they’re probably they might be feeling a little bit more comfortable dealing with somebody in their local neighborhood, right?
19:49
Mm hmm.
Judy Bradt 19:50
And if you have, if you’re in a tire business, your business is in your smaller business, you’re probably local and so tires there. commodity, right. And so what’s going to differentiate you, it might be your personality, your level of service, the technical things you know about tires, maybe there’s a tire technician certification that only 5% of tire dealers have. But you’ve got that. It may be that you have a customer and that you may have a JD Power rating, something that’s objective and quantifiable, that’s in the 95th percentile. All of these things are little things that can set you apart, and you’re having conversations, then people, let’s say that you are dealing in tires, but you’re dealing with fleets. Now fleet managers in your local area, fleet managers probably talk to each other. And so talking to your current clients, and saying, this is really important, I’m going to give you value bomb. People can feel uncomfortable in asking for referrals and just get all squeaking going on to say anybody I need business it just Alright, breathe, write this down. My business is growing, and I’m looking for new projects, our business who wouldn’t want to talk to you how exciting your business is growing? That’s great business is growing, and we’re looking for new projects. If you were me, who would you be talking to? Our business is growing and we’re looking for new projects. Here’s three fleets that I’m thinking of one at Andrews Air Force Base, one with the General Services Administration. And I understand that Immigration and Customs Enforcement has a small fleet in the DC area that is based close to where I am. If you were me, do you know any of the folks who are running those fleets? Who would you talk to you?
Frank Felker 21:42
I gotta hand it to you duty, because I totally threw you a curveball with that tires example. And I could see you stop for a second. And then I the wheels were turning and boom, you came out with all of that great stuff. So maybe you really do know what you’re talking about, Judy, I’d be willing to make a bet. Okay, I want to this is a more broad question. But the book your title of your book is government contracts made easier. And the emphasis is such that there’s even a with a lie of the word easy is crossed out and IE R is penciled in? What is the distinction that you’re trying to share with us between the word easy and easier?
Judy Bradt 22:27
Easy is fiction. My hat is off to one of my oldest mentors, a shout out to the Yoda of LinkedIn for the Federal market. Mark Antara, one of my most long-standing mentors, I met Mark over 33 years ago, when I first arrived in Washington, DC, we’ve been friends ever since. And if you are interested in learning, the inside skinny and the players in the Federal market, catch Mark’s show. He’s at our office offset are on Federal news network. And so listen in. In the meantime, when I was having conversations with Mark and writing the first book, and what am I going to call it back in 2008 2009? And that that arose from our conversation. I know it Yeah, I’m not going to say it’s our contracts Made Easy, there is no such thing as an easy government contract. But I do have 224 pages about how you can make it easier, that much I can give you.
Frank Felker 23:33
Yeah, that’s great. And I appreciate you the realistic approach that you take to these things, which is not, you know, get rich quick or what have you, but common-sense step by step based on your experience based on the experience of your clients. You know, you mentioned in the in the first chapter of your book, Marissa Levin, and I actually shared the stage one time with Marissa at an event 2014, something like that, called Semper Startup that was targeted at veterans who were starting companies. And if you could give us a thumbnail sketch of the story that you shared about what happened to her company after 911. And how she pivoted and found success in the Federal arena.
Judy Bradt 24:23
Sure. And so she had the storytelling I think she was I’m not sure whether it was 911. I’d have to go back and look for a second. But she had realized she was trying to grow her company and realize, wait a second. A Federal government is right. And you’re right. Maybe it wasn’t they try to think of the timing there. You’re right. She went Wait a second. Our business is right in Northern Virginia. We’re really close to the government. Why don’t we pursue that that business and she was determined and focused and one of the things that she focused on was a, looking at how the clients she wanted to work with did business. And sometimes that involves getting something called a contract vehicle. It’s an elaborate form of a hunting license. And so it is, and there’s a Federal government specializes in issuing hunting licenses, but they don’t give them out for free, you can invest a lot of money and time. And the particular kind of hunting license she had was, I think, with the Office of Personnel Management. And so a limited number of companies were going to compete. So they’re going to invest 1000s of dollars and months of time, and they’re going to get entry into a smaller pool, that all of a whole lot of work would just be competed among people in this small pool. And so she had ended up being successful being one of a number of vendors who got the hunting license in this particular agency. And she was talking about the investment that she had to make in order to just get the hunting license. And she remembers to told me that she was telling the story to a group of women business owners. And she said, I went into the Office of the predator by she says, roll up, because I have this contract, she said, I have no furniture in my living room, but I have this contract. And so and you can invest everything to get to the starting line. And then now what you got no furniture in the living room, we hope you got some money in the bank, and you realize you’re going to be working 25 hours a day, eight days a week to then build the relationships, so that some of those people will write a requirement that makes it easy to put you in the top three, or even the top place. And so what, and there’s no, there’s no such thing as easy. And I have to say that the explosion of Federal spending, especially now in pandemic, the Federal government’s numbers, I can’t even tell you what it is. But they went through the roof. If you go on to usa.gov, you can see mapped out how much Federal how many millions of billions of dollars in Federal contracts were awarded in your city and your state, you can see that on a pretty map by hitting four buttons. And that can make the Federal government look enormously alluring. And there are people out there and I am not one of them. Who says Oh, lucrative Federal contracts. Everybody got no, it’s not for everybody in the Federal government say everyone is welcome. Yes, you are. And it costs nothing zero, not nothing but your time and about 20 minutes to register on sam.gov you have to have a profile, but that costs nothing do not will ever let anybody take money from you to register to do that. But in the meantime, there are people who are hyping the Federal government and they’re saying small businesses, Federal government has billions and billions set aside for you. The Federal government has goals to award 23% of their contract dollars to businesses that are defined as small and small can be very large. I’m going to get in the week, can I have permission to be in the weeds for just a second?
Frank Felker 28:20
Okay, try to be concise.
Judy Bradt 28:23
I will small the definition of small is different depending on the North American Industrial Classification System code assigned to the item being procured. If your company is an aerospace manufacturer, you can have 1400 employees and 14 199 employees and still be considered small. If your company offers fitness consulting under that NAICS code, you could have $8 million of revenue and be considered large. Go figure. So smallest, very specific way in the Federal market, and it varies by NAICS code. But the Federal government has a goal to award 23% of its contract dollars to small businesses and has special programs and special set asides that are tools that contracting officers can use to have special competitions, just within pools of different kinds of small businesses, women owned service disabled veteran owned businesses that are located in a historically underutilized business zone and small disadvantaged businesses that are participating in a special program by the Small Business Administration called the eight a program all those things and but there’s no entitlement you’re just because your business meets the definition of small does not mean the Federal government has to award business to you. You’re going to earn every single dollar and whether you are a giant corporation, or you’re one person behind the desk and your fuzzy slippers. Everybody has to start small. There’s no shame in starting small, you have to start small and be persistent. Those two pieces of advice that successful companies give to others who are on the road behind them start small. And I would say stay focused, start small, stay focused, be persistent. keep showing up in front of the people that your research has shown. There are people you are meant to serve. And so I have one more thing I want to share. But oh, tell me your next question.
Frank Felker 30:26
Well, why don’t you go ahead and share that because we’re starting to run out of time here. And I did want to wrap up with the services that you offer. But please go ahead and share the last item you had in mind.
Judy Bradt 30:39
public money means public information. Do you remember the advice that deep throat Mark felt gave Bob Woodward in the basement of the parking garage in our neighborhood in Roslyn, Virginia, follow the money. All the money is right, you win my special prize, I will send you a special prize. I’ll send you a summit insight coffee mug. Because public money means public information, there are over 300 pieces of information that are published about every single contract estimated to be worth at contract at transaction based on more than $25,000. That information is available for free online right now in at least two places. Now imagine in the commercial market, you can’t see how much money Ford or GlaxoSmithKline spent on anything the Federal government you can see that for everything except some classified contracts. Why would you not look at that and understand in your niche, who buys what you sell? How do they buy? How much do they buy? Who are they buying from what Federal humans have created and approved and modified that contract record? Start there when somebody says do your homework, there’s at least six different sources you should be tapping every single time you want to learn about an individual Federal human, it’s jaw dropping, isn’t it.
Frank Felker 31:57
So I love that Federal human expression that’s great. target your Federal humans or built relationships with your Federal humans. Now I wanted to talk obviously, as I mentioned earlier, you you’ve got a lot of experience, you have a lot to share. And there’s a lot that companies that either currently contract with the Federal government or would like to, could learn from you and benefit from dealing with you how I know you have the book that’s for sale on Amazon, and you do YouTube videos and a variety of things that are free information that people can engage with. But what about if they’re ready to learn more about what you can do and how you can help them what’s the best first step for them?
Judy Bradt 32:40
Something that somebody can do, you can book a conversation with me on my website, you can book a Federal Business Breakthrough or Federal business track Fast Track conversation and apply if you qualify, it’s 30 minutes. And I’ll ask you, on a scale of one to 10. How important is Federal business to your plans to grow your company this year, it’s got to be at least an eight out of 10. If the business owner is not 100% billable if you’ve got at least two people in the company that are involved in at least half their time in sales and business development focused in the Federal market. Those are both great signs a company that’s in that position and ready to invest and grow your Federal business. I work with all work with no more than two dozen companies this year, one on one for eight weeks. And we create and activate a custom Federal sales plan so that in eight weeks or less, my clients build a solid relationship pipeline into at least three places where they are confident they can win work, but they also have 1000s of lines of leads in a repeatable system so that they can go and build those relationships, find the players that all the layers know what to do, what to say, what to ask, and have a methodical systematic way to woo their buyers to make better bid no bid decisions. So they’re not shelling out 1000s of dollars pumping out proposals that are deadening their business and draining their money, making better bid no bid decisions, building relationships, and having that repeatable process so that they actually do the work. My clients who are successful get one on one Top Gun time, private coaching and instruction from a former Federal contracting officer. So you can have that conversation and say, say to somebody, how would I talk to a contracting officer? Could I ask this what do I say from people who have managed billions of dollars in Federal contracts that are generous with their time, the art of human connection in the Federal arena is what we practice on a monthly free session called come together where two of my Top Gun coaches and I chat with people who sign up for the session, we pick five or six, and we live in real time. talk through those conversations and those issues, it gives you a little bit of a sense of what the experience is like, in working with me. People who do the work are successful. I’ve never had anybody say, the Federal business intensive, doesn’t work. I have had people say, the system was tactically brilliant. We didn’t do the work, we got to own that. And so two years ago, I took apart everything I was doing, reshaped it and built in the things that keep people engaged, motivated, taking action. And that is just really ramped up the kind of results that my clients are having, when they do this program. They’re engaged, they’re excited. And it’s just a joy to work with my clients. Now.
Frank Felker 35:57
As I mentioned, Judy, we’re just about out of time, but I like to always end by asking my clients or my clients, you’ve got me in the mindset, I’m in the zone. asking my guests if there’s a question that I have not asked you, or something that’s come to mind that you’d like to share before we go.
Judy Bradt 36:18
I was thinking about this last night. And sales is the single most misunderstood, and possibly most important activity in owning a business in general and doing Federal business, for sure. I spent 25 years avoiding everything to do with sales because I didn’t understand what it was. And then 2014 a story we can tell another day, I ended up being slammed face first into my biggest fears and shattering all of my misunderstandings. It was painful. I had to really understand Oh, wait, this is what it is. But I ended up rededicating myself to the art of human connection, which is what sales is really all about. There are millions of business owners that have marvelous products, marvelous services, they are technical experts. I urge every business owner who has things products, services, expertise, that can make a difference for Federal buyers, to also make a commitment to learning the art of Federal human connection, because that will make all the difference between whether you get to make the difference in the world that you can make on a Federal buyer becomes your customer.
Frank Felker 37:37
Judy, Bradt, thank you so much for joining me today.
Judy Bradt 37:41
Frank, thank you for inviting me. It’s been an honor. Let’s do it again.
