No One Says 'I Want to Be a Government Contractor'

What Most People Get Wrong About Government Contracting — A Conversation with Micah Dickson

One of the things I love most about working in government contracting is how often I meet people who didn’t start here—and yet end up building incredibly impactful careers once they understand how the system really works.

That’s exactly what happened with Micah Dickson.

Micah came from a background most people wouldn’t immediately associate with federal contracting: corporate finance and banking. On the surface, it looks like a hard pivot. In reality, his transition makes perfect sense once you understand how strategic, structured, and data-driven government contracting actually is.

In our conversation, Micah shared his path into this niche world, what surprised him most, and why government contracting—despite its complexity—offers some of the most real, structured opportunities for small businesses, especially minority-owned and disadvantaged firms.

What stood out most wasn’t just the technical knowledge he brought to the table, but the way he framed government contracting as a strategic business ecosystem, not a hustle or loophole.

Why Government Contracting Is Built Differently

One of Micah’s earliest observations mirrors what I’ve seen for years: federal contracting is one of the few markets where the rules are intentionally designed to protect small businesses.

That’s not an accident.

Programs like the 8(a) Business Development Program, mentor-protégé agreements, and joint ventures exist because without them, large incumbents would dominate everything. The government knows this—and they’ve built guardrails into the system to ensure diversity, innovation, and competition.

That 23% small business contracting goal isn’t just a metric. It’s industrial policy.

Once Micah realized that government contracting stopped feeling like a black box and started looking like a strategic playing field.

Joint Ventures: One of the Most Underused Growth Tools

We spent a lot of time talking about joint ventures, because they’re one of the most misunderstood—and most powerful—tools available to small businesses.

A properly structured joint venture allows two companies to combine:

• Past performance

• Certifications

• Technical capabilities

• Financial strength

All while creating a new legal entity with its own UEI, operating agreement, and bidding authority.

For small and disadvantaged firms, this can be a game-changer. It allows them to compete for opportunities that would otherwise be completely out of reach.

Micah broke down how joint ventures are often used alongside 8(a) status to dramatically expand a firm’s competitive footprint—without violating affiliation rules when done correctly.

This isn’t shortcutting the system.
It’s using the system the way it was designed.

Mentor-Protégé Programs: Capacity Building, Not Dependency

Another area Micah specializes in is the mentor-protégé program—and his perspective is refreshingly grounded.

At its core, the program exists to help small businesses build real capability, not permanent reliance.

Through mentor-protégé agreements, smaller firms gain access to:

• Accounting systems

• Capture management expertise

• Operational processes

• Proposal infrastructure

• Financial and strategic guidance

In return, larger firms are incentivized to invest time, resources, and even capital into their protégés.

What makes this program especially powerful is the temporary relief from affiliation rules. It allows collaboration without stripping small business status—but only for a limited time. That clock matters.

The goal isn’t comfort.
The goal is graduation.

Why Most Government Contracting Training Misses the Mark

This is where Micah and I really aligned.

Government contracting education often swings too far in one of two directions:

• Academic and legalistic

• Overwhelming and impractical

Programs like DAU or even Shipley are excellent—but they weren’t built with small business owners in mind.

Small firms don’t need to master every regulation.
They need to understand:

• Who buys what

• Why they buy it

• How they buy it

• When to engage

• How to position themselves strategically

Micah emphasized the value of training that translates complexity into action, rather than drowning people in theory. That’s something I’ve built my entire approach around—because knowledge without execution doesn’t move revenue.

Government Sales Is Strategy, Not Cold Calling

One of the biggest misconceptions people bring into government contracting is that it’s just another sales job.

It’s not.

Government sales is strategic analysis:

• Understanding agency missions

• Tracking funding flows

• Studying incumbents

• Reading procurement behavior

• Positioning before requirements are written

The beauty of federal contracting is that so much information is public. If you know how to read it, you can make informed decisions instead of guessing.

For people who enjoy thinking, researching, and planning—this space is incredibly rewarding.

Clearing Up the Corruption Myth

We also addressed something that comes up constantly: the idea that programs like 8(a) are riddled with corruption.

Micah was clear—and he’s right.

Yes, misconduct exists.
Yes, some firms try to game the system.

But those cases are the exception, not the rule.

Federal contracting is heavily monitored. Abuse is investigated. And when violations happen, they’re often very public and very costly.

The system works because it’s enforced—and because most participants take compliance and ethics seriously.

The Fulfillment Most People Don’t Expect

One of the most powerful parts of our conversation wasn’t about money at all.

Micah talked about the fulfillment that comes from working on contracts that:

• Support the warfighter

• Protect national infrastructure

• Assist victims of human trafficking

• Provide housing and social services

Government contracting isn’t abstract. The work touches real lives.

That sense of purpose—combined with strong income potential—is something many people don’t expect when they first enter this space.

The 8(a) Transition: Where Strategy Matters Most

Micah works closely with firms preparing to graduate from the 8(a) program, and this is where things often go wrong.

Too many companies ride sole-source awards without planning for what comes next.

When 8(a) status ends, revenue can drop fast—unless there’s a strategy in place years ahead of time.

Joint ventures.
Mentor-protégé agreements.
Competitive capture planning.

These aren’t optional. They’re survival tools.

Why Niche Expertise Wins in This Industry

Micah’s own career is proof that government contracting isn’t one job—it’s dozens of specialized roles.

Capture management.
Joint venture structuring.
Mentor-protégé strategy.
Compliance navigation.

The deeper you go into a niche, the more valuable you become.

Generalists struggle.
Specialists thrive.

Final Thoughts

My conversation with Micah reinforced something I’ve believed for a long time:

Government contracting is not about luck, shortcuts, or certifications alone.

It’s about:

• Strategy

• Long-term planning

• Ethical execution

• Relationship building

• Understanding how and why the government buys

For those willing to learn it properly, this industry offers something rare: real opportunity with real impact.

And that’s why people like Micah—and so many others—stay.

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