The Realities Behind Winning and Keeping Government Work
By Fayçal Boumerkhoufa and Leslie Meredith
From Issue 5, 2025 of Breakbulk Magazine
(3-minute read)
Breaking into U.S. government contracting can look like a golden opportunity.
Multi-year awards worth millions of dollars, work tied to national security and public service, and the prestige of supporting agencies like the Department of Defense all make it tempting. But those who have tried — and failed — know it’s also a world with its own rules, gatekeepers and risks.
Eric Giangiordano has built his career in this space. Principal of Stratagem Aviation, he has led more than US$100 million in multi-year contracts with the Department of Defense, Department of Justice and Homeland Security, as well as major health systems and private-sector clients. He believes opportunities are there, but warns that success depends on knowing the realities before committing resources.
His own start-up journey shows what that path looks like. “When we created the GovOps division for Jet Logistics, we began by using a small consulting firm in DC that had both aviation and B2G experience,” Giangiordano says. “They did an excellent job getting our company acclimated and I worked closely with them as liaison, then eventually took over and grew it from there. It was a steep learning curve, but they helped shorten it by at least a year or two.”
From that experience, Giangiordano draws a set of lessons for companies looking to break into government contracting today.
The Real Gatekeepers
Government agencies don’t buy services the way corporations do. Instead, they use structured systems that pre-qualify vendors, including the General Services Administration (GSA) schedules, the Federal Acquisition Regulations (FAR) and the System for Award Management (SAM).
These systems aren’t just paperwork, they are the only way into the market. And they come with expectations very different from commercial business.
Misperception: A GSA schedule award guarantees business.
Reality: A GSA schedule award only makes a company eligible to bid. “Think of it like an exclusive trade conference,” Giangiordano says. “You apply early, get approved, and then you’re inside. But you still have to compete for the actual business.”
How Smaller Firms Get Started
When the competition includes industry giants such as Boeing, Lockheed Martin or Northrop Grumman, smaller firms may assume they have no chance. But subcontracting often provides the first step.
Prime contractors (primes) are frequently required to bring in subcontractors with specialized capabilities, and that requirement creates openings for firms with the right expertise.
Misperception: Being a subcontractor means settling for less.
Reality: “Many awards are structured so that primes must allocate significant portions of work to subcontractors,” Giangiordano says. “For a small or midsized firm, that can be the entry point to build experience and credibility.”
Certifications Rule
Eligibility rules shape the entire sector. Small-business certifications such as Women-Owned Small Business (WOSB), Veteran-Owned Small Business (VOSB), and Service-Disabled Veteran-Owned Small Business (SDVOSB) can limit competition to firms that meet those requirements. For companies that qualify, these certifications are essential to getting a foot in the door.
In aviation, approval from the Commercial Airlift Review Board (CARB) is a further requirement. CARB audits safety and operational standards before a contractor can carry out missions for the Department of Defense. “For Part 135 carriers, smaller on-demand charter operators, it’s a high bar,” Giangiordano says. “Most of the approved list is Part 121 operators, the larger scheduled airlines with greater resources.”
Misperception: Certifications are just red tape.
Reality: Without them, many firms are simply ineligible to compete.
Higher Standards, Fewer Exceptions
Beyond certifications, compliance is where many companies falter. Even after winning a contract, they may not fully grasp the demands of execution. “From security clearances to safety audits, standards are higher and exceptions fewer,” Giangiordano says.
That means firms must be prepared not just to meet government standards at the outset but to pass recurring audits and maintain clearance protocols. Companies without compliance expertise or resources quickly find themselves at risk of losing awards they worked hard to win.
Misperception: Winning a contract is the hard part.
Reality: Meeting the government’s ongoing compliance requirements is often harder.
No Quick Wins
Launching a government contracting division requires dedicated staff who understand contracting language, legal and compliance support, and operational capacity to deliver on task orders. Without those investments, companies can’t build the trust needed for sensitive missions.
Misperception: Government contracts deliver quick returns.
Reality: “You won’t be successful making half-commitments, hiring the wrong people, or expecting ROI in year one,” Giangiordano says. “This is a long game.”
Why It’s Worth It
Despite the hurdles, Giangiordano stresses that the payoff goes beyond revenue. During COVID, he worked on missions under FEMA’s Project Airbridge to move critical medical supplies. In another case, his team managed a high-security charter that delivered a vital repair component to a U.S. military base in Europe, too urgent to wait for military aircraft.
“These examples highlight why government agencies continue to rely on private-sector partners,” Giangiordano says. “Flexibility, niche expertise and speed that government fleets and systems can’t always provide.”
Read more in our series on military logistics:
Civil Investment, Military Impact
Readiness, Resources and Timing for Project Logistics
Top photo: JAXPORT facilitates the movement of U.S. military hardware in Florida. Credit: JAXPORT
Second: Eric Giangiordano, Stratagem Aviation. Credit: Giangiordano