This article originally appeared in the Summer 2025 edition of the Professional Services Council’s Service Contractor magazine.
We are all living in an unpredictable government contracting environment. With fluid agency priorities, staff reductions and budget uncertainties, it’s a challenging time for those who have centered their business on federal service.
In the words of Dwight D. Eisenhower, “Pessimism never won any battle.” It’s more important now than at any period in recent years—perhaps even decades—to stay focused, do what you do best and not go dark. The government will continue to buy technology from trusted sources that demonstrate a clear understanding of current information technology (IT) requirements and policies. IT acquisitions will likely increase once priorities are clarified. Technology will be essential to fulfilling agency service delivery requirements—not only for modernization but also to augment a reduced labor force. Service providers will still be needed to implement it.
The good news is there is tremendous focus on improving efficiency, which likely means more opportunity for and openness to transformative technology innovation. That’s encouraging for newer technologies and vendors, especially those integrating artificial intelligence (AI) in a meaningful, measurable way. The critical task is to develop and promote a compelling narrative that positions your company and its offering in the context of true mission requirements.
Demonstrating Knowledge and Proving Results
It’s important to double down on a positive message about how your solution benefits agency missions, but with some hard proof behind the claim. Credible testimonials, accurate metrics and demonstrated use cases will all support your story. Federal CIO Greg Barbaccia said last month that his office will only work with vendors who speak clearly to how their product or service addresses known problems and who build and deliver actual solutions. He encourages agency CIOs to do the same. That requires contractors to deliver strategic guidance and educate customers on how their solutions can improve operational efficiencies and support mission optimization.
Where and how you tell your story matters. Getting a credible outlet to publish your thought leadership increases your visibility. Recent research from GovExec’s annual Media Engagement Study shows that agency executives consume and trust government-focused news outlets more than other communication channels, so prioritize those in your promotional mix.
That does not mean trying to publish an advertisement veiled as a byline. Editors will see right through it and reject your piece. It does means offering high-value, authoritative and expert insights into ways to address real agency problems. Earned media also provides critical third-party validation of your differentiation in the buy cycle—it can reach those only-between-colleagues Discord and Slack communication messages where customers talk but we can’t see or measure what is being said.
Other channels like sponsored content, social media (LinkedIn and Facebook are most used by government employees), and even podcasting offer ways to present a more promotional message. However, be sure to keep those focused on true mission requirements as well. Depending on your audience, it’s okay to mix in a little light-heartedness; we all appreciate that in these uncertain times. The Transport Security Administration (TSA) does this very well with its “Travel Tips and Dad Jokes” Instagram series. Some clever writing—within the bounds of respect and good taste—can be very effective.
The Power of Partnerships
Large government contractors are not immune to the current uncertainty, with some major contracts cancelled, many on hold, and an indeterminate budget picture for FY27. While these heavyweights have well-known brands built over decades of government business, some may be on the threshold of a ‘reinvent or die’ moment as contracts start shifting away from big IT customization efforts to more flexible off-the-shelf solutions. CIO Barbaccia noted “We’re not paying to be told what our problems are…we already know the major challenges we face, the job of today…is to fix them.”
Large companies that have something truly innovative need to tell that story loudly and clearly, with proof. For those that do not, partnering with newer, more agile and innovative companies offers an expedient path forward. Newcomers seeking these “big brother” mentors need to laser-target their communications to capture attention and stand out. Large and small businesses need each other, and can capitalize on the symbiosis in a changing government market.
Don’t forget about your own people. In a time of high stress and possibly lower morale, communicating internally is just as important as storytelling externally. Arm employees with your approved messaging and insist everyone uses it to ensure consistency. Keep staff informed with facts to overcome rumor and speculation. Ask them not to comment or post publicly about any government business your company has, wants or just lost. The last communications effort you need to be undertaking is crisis management—even minor issues can quickly escalate through social media gossip.
Navigate Change with a Compelling Narrative
In the recent months, many clients and prospects have been asking for our guidance on the right approach to communications during this transitional period. Our sincere advice? Drive a story that truly differentiates your company’s value. Go beyond the narrative of “our people are great/really care”–everyone in the government contractor ecosystem should be that, or they shouldn’t be in this business.
You need to prove your unique worth. To stand out and stand strong, position yourself as a trusted and viable agency partner. Then elevate that trust through strategic messaging, credible thought leadership, targeted media relations, and especially third-party validation. Your company, and our country, deserve no less.