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Employee Spotlight - Hope Skibitsky, CEO

Employee Spotlight - Hope Skibitsky, CEO

Aug 12, 2025

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Cover image for What Is ISO 9001 and Why Does It Matter in GovCon?

Federal Service Project Management ( F S P M)

What Is ISO 9001 and Why Does It Matter in GovCon?

Aug 8, 2025

 You’ve made it to the final round of a competitive federal contract bid. Your technical approach is airtight, your pricing is sharp, and your past performance checks every box. Then the notice comes: the award went to a competitor—not because they offered a better price or a stronger team, but because they held ISO 9001 certification and you didn’t.In many solicitations, ISO 9001 isn’t a mandatory requirement. But when proposals are otherwise neck-and-neck, it can tip the scales. To contracting officers, it signals lower risk and higher reliability—qualities that can be decisive in a best-value trade-off. The question is, what exactly is ISO 9001, and why does it carry so much weight in government contracting?What Exactly Is ISO 9001?The designation comes from the International Organization for Standardization, an independent body that sets voluntary, consensus-based standards for industries worldwide. ISO 9001 is part of the broader ISO 9000 family, but it is the only one that companies can be formally certified against. At its heart is the concept of a Quality Management System—a set of documented policies, processes, and controls designed to ensure a company can repeatedly meet customer and regulatory requirements.It’s not just about having procedures in place. The standard demands a culture of continuous improvement, with leadership actively involved, decisions made on evidence, and performance measured against clear objectives. In practice, that means a company isn’t relying on ad hoc effort or individual heroics. It’s relying on a system that works, and keeps working. Why Does it Matter?For contracting officers evaluating bids, ISO 9001 certification is a shorthand for risk reduction. An independent auditor has already confirmed that the company’s processes meet a rigorous, internationally accepted benchmark. That assurance can carry as much weight as past performance references or technical capability statements.The certification also speaks to internal discipline. In the complex, deadline-driven world of GovCon, even small process gaps can result in missed milestones or noncompliance. A certified quality management system reduces that risk. For primes and teaming partners, working with an ISO 9001-certified subcontractor offers the same peace of mind—it means fewer unpleasant surprises.And then there’s the competitive edge. In industries such as aerospace, defense, and high-compliance technology, certification is often a prerequisite just to submit a proposal. Even when it’s not required, it can tilt evaluations in your favor, signaling to evaluators that your organization is built for consistency. How Do I Become ISO 9001 Certified?Earning ISO 9001 certification is neither quick nor superficial. The process begins with understanding the standard itself—often through training for leadership and quality managers—followed by a gap analysis to see how existing practices align with ISO requirements.From there, companies must build or refine their quality management systems. This means documenting processes, assigning accountability, and setting up performance metrics that can be monitored and acted upon. Implementation is not a paper exercise; employees at every level need to understand and follow the new system.Before a company ever faces an external auditor, it will conduct its own internal audit, identifying and correcting nonconformities. Senior leadership then reviews the system’s performance and makes adjustments. Only then does the organization bring in an accredited registrar for the two-stage certification audit—first a document review, then an on-site assessment to confirm the system is functioning in practice.Once certified, the work doesn’t end. ISO 9001 requires annual surveillance audits to ensure ongoing compliance, with full recertification every three years. I'm Certified! Now What?Certification is, in part, a passport to new business. Some government solicitations list it as a mandatory requirement, meaning that without it, your bid isn’t even considered. In other cases, it serves as a differentiator—one more factor that can strengthen your evaluation scores when past performance and technical qualifications are otherwise comparable.It can also make scaling less risky. A certified quality management system provides a framework that can be replicated as the organization grows, preventing the chaos that often accompanies rapid expansion. And while the most obvious audience for your certification is government evaluators, the credential also resonates with private-sector customers and teaming partners. More Than a Certificate on the WallThe most common mistake is thinking of ISO 9001 as a one-time achievement, a box to check for compliance. In reality, it is a commitment to running an organization with discipline, transparency, and a built-in mechanism for improvement. It is a promise—verified by an independent authority—that your company’s ability to deliver is not left to chance.For contractors navigating the federal marketplace, that promise can be the difference between winning the work and watching it go to someone else.

Cover image for Why Do Teaming Efforts Fall Short?

Contract Management

Why Do Teaming Efforts Fall Short?

Aug 6, 2025

Government contractors don’t struggle to form teams. They struggle to form good ones.On paper, teaming makes sense: combine strengths, expand reach, and win more work. But in practice, most partnerships don’t get off the ground—or worse, they collapse mid-proposal and it's too late to switch gears. The real issue? People ask for commitment too fast, with too little context.NTI’s business development team has seen it firsthand. And in a recent internal session, they put words to something everyone in the federal space has felt but doesn’t often say: if teaming feels like a first date, don’t ask us to get married before dessert.So why do so many teaming efforts fall short, and how can that be avoided?The Real Problem: Commitment Without ContextThe biggest mistake isn’t lack of interest. It’s lack of patience.The “let’s team” conversation happens too early, too often. One quick introduction at a conference, maybe a shared contact on LinkedIn—and suddenly there’s a teaming agreement in the inbox. It’s like showing up to a networking happy hour and leaving with a prenuptial agreement.That speed may feel like momentum. But in reality, it’s skipping critical steps: trust, alignment, and shared understanding.Meaningful teaming doesn’t happen in one conversation. It takes time, context, clarity, and consistent engagement. Here's What That Actually Means“Engagements” don’t mean e-blasts or cold sales pitches. We're talking about real conversations, where both sides bring something to the table.This includes:Showing up at local events (and being recognizable while doing it)Reengaging with familiar faces instead of chasing cold contactsIntroducing team leads and decision-makers to test cultural fit earlyIt’s about proving—not pitching—what kind of partner you are.While wearing a Hawaiian-themed polo might seem like a gimmick at first glance, it actually creates consistency and recognizability over time—something most partners underestimate in early-stage teaming. In a sea of badges and handshakes, showing up intentionally and repeatedly matters.A Common but Critical Mistake: Transactional ThinkingTeaming isn’t just about winning work. It’s about delivering it.But too many teaming attempts are driven by convenience, not compatibility. One company needs a partner with a certain set-aside. The other needs past performance in a niche domain. A quick meeting, a loose agreement, and the “team” is formed.That’s not strategy. That’s speed-dating with an invoice.When those partnerships unravel later—midway through proposal development, or worse, in execution—it’s usually because no one paused to ask: Do we actually know how to work together?You can avoid this mistake by sticking to a simple principle: no teaming before trust.What you Should Be Looking for in a Teaming Partner1. Clarity on ValueWhat are you actually bringing to the table—beyond checkboxes? Expertise, relationships, delivery history, or unique insight into the mission? Be specific.2. Cultural FitHow a partner engages says a lot about how they’ll perform. Transparency, follow-through, and cross-functional awareness matter.3. Mutual InterestThis is about alignment and shared commitment—not transactional outreach.Why the “First Date” Analogy WorksOne NTI leader put it like this: asking for a teaming agreement on the first call is like asking someone to marry you before the appetizers arrive.That framing may sound casual—but it’s accurate.In the same way personal relationships need a foundation, so do teaming relationships. A rushed commitment often masks misalignment. You don’t just need to agree to partner—you need to understand how that partnership will actually work in real-world scenarios: deadlines, bottlenecks, communication styles, and delivery expectations.By taking the time to engage 7 to 10 times, the team filters out partnerships that are chasing contracts and focuses on those equipped to deliver.What Not to DoThe goal isn’t just to explain how the team works—but also to make clear which patterns don’t lead to productive relationships.Who This Isn't ForNot every company is a fit for this kind of teaming approach. And that’s intentional.If your team is looking for a quick teaming agreement just to check a compliance box, this isn’t for you. If your interest in teaming is transactional—based solely on a contract vehicle, socioeconomic set-aside, or a capability gap—you probably won’t like how long it takes to get to "yes."This approach isn’t built for firms that only show up when there's a deadline. Or those who disappear after an intro call and resurface at the next recompete. And it’s definitely not designed for anyone who treats diligence like an optional step.The model is built for organizations interested in long-term collaboration, shared goals, and a structured approach to delivery. If that resonates, the fit will become clear.What to ExpectWhen a teaming relationship does move forward, here’s what to expect:A clear onboarding path that defines roles before anything gets signedDirect, timely communication—including honest "no-gos"Multiple meaningful engagements before a formal commitmentA consistent presence and investment in relationship-buildingWhy This MattersIn GovCon, your performance is only as strong as your partnerships. When teaming goes wrong, it shows up in CPARs, lost re-competes, and reputational drag.Teaming is one of the most important tools in federal contracting. But it only works when both sides take it seriously. That starts with deliberate engagement, mutual understanding, and a standard of readiness that can stand up under pressure.

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