Drawing on decades of firsthand experience, Mary Scott Nabers offers pragmatic advice for companies aiming to enter or grow within the government contracting space – an area of growing interest and increasing complexity. Her insights address the distinct challenges of public sector sales while providing actionable strategies for building effective government relationships and navigating procurement processes.
After three decades of supporting business development efforts in the public sector, I still marvel at the size, complexity and opportunities of the US Government marketplace – the largest marketplace in the world. Over the years, I’ve been asked frequently what wisdom or insights I could offer to help companies engage more effectively with public sector clients. That question, perhaps more than any other, inspired this piece. For those navigating – or considering – a presence in the government contracting space, I’ve compiled a few observations and lessons learned that can serve as guideposts.
First and foremost, selling to the public sector is unlike selling in the commercial marketplace. It requires not only patience and persistence but a nuanced understanding of public institutions, their priorities and the regulatory frameworks that guide them.
Professionals entering this space often underestimate just how distinct government operations can be. Timelines are longer, decision-making involves more layers, and the purchasing process is governed by rules that can be quite rigid. One consistent challenge for private-sector firms is adapting their approach to resonate with public audiences. Traditional marketing tactics that work well in commercial settings often fall flat in government meetings. Messaging needs to be focused less on salesmanship and more on public value – how a solution saves taxpayer dollars, improves efficiency, or supports compliance.
Another common hurdle is access. Securing time with a decision-maker can be difficult, and building trust takes time. Government buyers are understandably risk-averse. They prefer working with vendors they know or who come recommended from trusted peers. This makes early-stage relationship-building just as important as having a strong product or service offering.
There’s also a learning curve when it comes to understanding the structure and culture of government entities. Counties operate differently than cities. School districts have unique governance. State agencies may have overlapping but distinct responsibilities. Without this contextual knowledge, even well-qualified firms can struggle to gain traction.
Legal complexity presents another stumbling block. It’s not unusual for contracts to be delayed or lost over exceptions raised during legal review – often because private-sector counsel is unfamiliar with public sector norms. Aligning legal strategy with public requirements is a recurring area where preparation pays off.
Through all of this, one lesson has remained consistent: selling to government requires a mindset shift. It’s not about closing quick deals; it’s about building a presence, demonstrating value over time, and becoming a known, trusted entity within a system that is rightly cautious and accountability-driven.
For companies serious about establishing or expanding their presence in the government market, the following best practices reflect hard-earned insights from years of experience in the field.
Respect the scale and complexity of the market, the US public sector is the largest buyer of goods and services in the world. Success requires patience, persistence and a long-term strategy. Know your competition and understand who else is bidding for the same contracts, study their pricing, messaging, relationships and contract history. Also, be strategic in your first meetings by avoiding sales-heavy presentations. It is crucial to establish credibility within the first three minutes, then focus on how your offering solves specific problems such as reducing costs, improving efficiency, or ensuring compliance.
Target the right opportunities by identifying where demand aligns with your strengths, and invest time in developing a smart go-to-market strategy with clear, relevant messaging. Building partnerships is essential, other vendors can be valuable allies and collaborating on joint bids or subcontracting arrangements often opens doors and strengthens proposals.
Engage early and position yourself with decision-makers before a solicitation is released. Familiarity and trust play a significant role in vendor selection. Do not to rely solely on open bids, cold responses to solicitations have a low success rate, vsibility and relationships matter.
Understand alternative procurement pathways, some contracts may be accessible through cooperative agreements or other contracting vehicles that bypass the full bid process. Public documents such as past bids and evaluations can inform stronger proposals, learn how to request and interpret them effectively. If you’re not selected, ask for an exit interview. Most procurement officials will accommodate the request, and the insights can be invaluable for future efforts. Past performance matters. Stay in touch with agencies you’ve served and make sure your reference contacts remain informed and supportive.
In sum, public sector sales reward preparation, persistence, and perspective. Firms that succeed don’t just understand their own offerings – they understand how to operate within the unique ecosystem of the public sector. That alignment is what turns opportunities into lasting, productive partnerships.
