I feel stuck
I’d love some feedback from those of you who have successfully built a GovCon business using a prime contractor/integrator model.
Right now, I’m continuing to build out my company’s core offering around leadership, resilience, workforce development, and training, while also pursuing additional certifications that strengthen what we can deliver directly.
In the meantime, I’m trying to better understand how to legitimately and profitably pursue opportunities where my company serves as the prime/integrator and brings in qualified subcontractors or teaming partners to perform portions of the work.
My challenge has been finding opportunities where the pricing actually makes sense. I’ve been bidding for about a year, and in several cases the subcontractor pricing leaves very little—or no—margin for the prime once you factor in management, compliance, risk, proposal costs, and contract administration.
So my questions are:
How are you identifying contracts that are actually viable for an integrator/subcontracting model?
How do you determine whether there is enough margin before spending time on the bid?
Are there certain contract types, industries, or dollar ranges that work better for this model?
And while you’re still building out your own direct capabilities, how do you structure the business so you’re adding legitimate value as the prime rather than simply passing work through?
I’m not looking for shortcuts. I’m trying to understand how people have built this model correctly, compliantly, and profitably while continuing to develop more in-house capability.
Would really appreciate hearing what has worked and what hasn’t from those actually doing it.
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I feel stuck
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