How Harold Closed his 1st Contract With US Army

Every week I get to talk with GovClose students who are doing incredible things in government contracting. Recently, I sat down with Harold Kwigova, owner of Govas Solutions Inc., a cybersecurity company that specializes in network security and integration for federal agencies.

What I love about Harold’s story is how disciplined and methodical he was about breaking into this space. He didn’t stumble into a win—he followed a strategy step by step, executed daily, and built the relationships that ultimately led to his first multi-year government contract.

That contract? A five-year, $1.8 million subcontract supporting the U.S. Army’s help desk operations at Fort Leavenworth.

But more important than the contract itself are the lessons Harold shared—the exact playbook he used to position his business, secure the deal, and build a foundation for long-term success in a multi-billion-dollar government IT services market.

Let me break it down for you.

Research First, Always

The first thing Harold did was the same thing I teach in GovClose: do your homework.

Instead of chasing every shiny opportunity, he got laser-focused. He dug into acquisition forecasts, federal spending data, and past contracts to identify who his buyers really were. That research pointed him directly to the Army—not just as a potential customer, but as the customer that fit his services best.

From there, Harold reached out to the Army’s small business office in Kansas, where he received guidance on how to make his company more competitive and visible to decision-makers.

That one move put him on the radar early. It’s a reminder that the small business offices aren’t just boxes to check—they’re one of the fastest ways to get clarity and connection inside the government.

How He Flipped the Subcontracting Script

Here’s where Harold’s strategy really impressed me.

Most small businesses struggle to break in because they wait for primes to “pick them” as subcontractors. But Harold didn’t wait—he went to work forming a teaming agreement with a prime contractor he already knew and trusted.

That single relationship flipped the power dynamic. Instead of being just another name on a subcontractor list, Harold was able to come in early, build credibility, and negotiate from a position of strength.

And it worked. That teaming agreement became the entry point to his $1.8M Army subcontract.

A Long-Term Win

The contract itself is structured as a 12-month base year with four option years, supporting help desk operations at Fort Leavenworth’s Army school system.

It’s not just a one-off—it’s a steady, predictable five-year revenue stream that will allow Harold to hire a small team, deliver great results, and build past performance for the future.

That’s what I call a “foot in the door contract.” You get in, you perform, and suddenly you’re not just a new name—you’re a proven vendor in a massive market.

The Mindset That Makes the Difference

When I asked Harold what’s driving his success, his answer was simple: daily execution.

Every day, he’s putting in the work—researching, networking, following up, delivering on commitments. He’s not chasing shortcuts or waiting for an “easy button.”

And when he makes mistakes? He learns fast, adjusts, and keeps moving. That resilience is a theme I see again and again in students who win early.

Why Specialization Matters

Another reason Harold stood out: he didn’t try to be everything to everyone. His company focuses tightly on network security and firewalls—a critical but often overlooked piece of the government’s massive IT puzzle.

That level of specialization is a competitive advantage. While most small IT firms market themselves broadly as “cybersecurity companies,” Harold can walk into a conversation and say: “Here’s exactly where we fit, and here’s why it matters.”

That kind of clarity makes contracting officers and primes pay attention.

The Role of Mentorship and Community

Harold also made a point I think every newcomer should hear: you can’t do this alone.

He credits mentorship, the GovClose community, and having trusted people to call on as critical to his success. That support has helped him avoid common pitfalls, find partners, and get perspectives from contractors who’ve already been where he wants to go.

If you’re serious about this space, you need that network around you.

Building a Pipeline, Not Just a Contract

Harold isn’t stopping at one win. His goal is to build a pipeline worth $15–$20 million in opportunities, knowing that with a strong 30% win rate, that will translate into another $5 million in contracts over the next few years.

That’s the mindset shift most people miss: contracts don’t scale businesses—pipelines do.

Harold’s Advice for Newcomers

When I asked him what advice he’d give to someone just starting out, Harold didn’t sugarcoat it:

There’s no “easy button.” Success takes persistence, patience, and trust in the process. Certifications like 8(a) or SDVOSB can help, but they’re not magic wands. At the end of the day, it’s about execution, relationships, and consistent daily action.

His words:

“You have to commit fully. Invest in mentorship, invest in your pipeline, and don’t give up just because it’s hard.”

Key Lessons You Can Steal from Harold’s Journey

Here are the biggest takeaways from Harold’s story:

• Do focused research. Use acquisition forecasts and USAspending data to find the right buyers.

• Engage early. Don’t wait for RFPs—build relationships with small business offices and primes first.

• Specialize. Know your niche and own it.

• Play the long game. Contracts may take months or years, but the payoff is worth it.

• Leverage community. Mentors and peers accelerate your growth.

• Build a pipeline. One contract won’t scale you—disciplined pipeline building will.

Final Thoughts

Harold’s journey is proof that government contracting isn’t about luck or shortcuts. It’s about strategy, persistence, and showing up every single day with discipline.

He took a proven playbook, executed it step by step, and turned it into a real win with the U.S. Army. And that $1.8M subcontract is just the beginning.

If you’re serious about building a government contracting business, take Harold’s example to heart. Focus, specialize, invest in mentorship, and commit to the long game. That’s how small businesses break in—and that’s how they scale.

👉 Want more stories like Harold’s? Join us at GovClose.com

Check out an overview of the GovClose Certification program: https://www.govclose.com/govclose-certification-program

Follow me on LinkedIn for free live training and Q&A: Richard C. Howard, Lt Col (Ret) | LinkedIn