Why Most Proposals Don't Win Government Contracts (and what you can do about it)

I’ve spent years inside the federal acquisition system, managing over $80 billion in Department of Defense contracts. And I’ll tell you this straight—selling to the U.S. federal government is one of the most misunderstood opportunities out there.

Everyone hears that the government is the largest buyer of goods and services in the world. That part is true. But what most people don’t realize is this: over 99% of companies never successfully win a federal contract.

That’s not because the opportunity isn’t real. It’s because most companies are playing the game completely wrong from the start.

The Biggest Myth That’s Holding You Back

Let me start with the most common mistake I see.

A lot of businesses think that if they register on SAM.gov and start responding to solicitations, they’re “in the game.” They assume that’s how contracts are won.

It’s not.

That’s actually the very last stage of a much longer, much more strategic process.

By the time a solicitation hits SAM.gov, the government has already spent months—sometimes over a year—figuring out exactly what they want, how they want it, who they might buy it from, and how the contract will be structured.

If you’re showing up at that point for the first time, you’re already behind.

What the Process Actually Looks Like

Government contracting isn’t a quick transaction—it’s a long sales cycle. Typically, you’re looking at anywhere from 6 to 18 months, especially if you’re new.

And during that time, a lot is happening behind the scenes.

Before a solicitation is ever released, the government is going through multiple stages:

• Defining the requirement
• Confirming funding
• Determining acquisition strategy
• Conducting market research
• Engaging with potential vendors

That early phase—especially market research—is where the real opportunity is.

The Market Research Phase Is Where You Win

This is the part most companies completely miss.

The government doesn’t just write requirements in a vacuum. They actively research the market to understand what solutions exist, who can deliver them, how much they cost, and whether small businesses can fulfill the need.

During this phase, they’re asking questions like:

• Are there commercial solutions available?
• Who are the capable vendors?
• What’s the competitive landscape?
• How should we structure this acquisition?

If you’re involved here—through meetings, white papers, RFIs, or Sources Sought—you have the ability to shape how that requirement is written.

And that changes everything.

Because when the solicitation finally comes out, it’s often aligned with the companies that were part of that early conversation.

The People You Need to Understand

Another reason companies struggle is they don’t understand who actually makes decisions in the acquisition process.

There are two key roles you need to know:

The Program Manager (PM)
This is the person responsible for the requirement. They define the need, manage the contract, and ensure the mission gets accomplished. Think of them as the internal customer.

The Contracting Officer (CO)
This is the only person who can legally bind the government to a contract. They control the funding and ensure everything follows federal regulations.

Here’s the mistake: most companies focus only on the contracting officer—and usually too late.

But the program manager is the one shaping the requirement early on. If you’re not engaging with them during the pre-solicitation phase, you’re missing the chance to influence the outcome.

I like to explain it like this:
The program manager is the one deciding what they want. The contracting officer is the one who makes it official.

You need both—but you need to engage them at the right time and in the right way.

Why Timing Is Everything

If you wait until the solicitation is released, you’re reacting.

The companies that win are proactive.

They’re involved early. They understand the mission. They know the funding landscape. They’ve already had conversations. They’ve positioned themselves.

By the time the RFP drops, they’re not scrambling—they’re executing.

Meanwhile, everyone else is trying to decode requirements that were shaped without them.

Government Buying Is Not Like Commercial Sales

This is another critical shift in mindset.

In the commercial world, a buyer can decide quickly. They can adjust requirements on the fly. They can negotiate freely.

The government doesn’t work that way.

Before they can buy anything, three things must be in place:

1. A clearly defined requirement
2. Approved funding
3. A formal acquisition process

Everything is structured. Everything is documented. Everything follows regulation.

If you don’t understand that system—and learn how to operate within it—you’re going to struggle.

Why SAM.gov Isn’t a Strategy

Let me be very clear: registering on SAM.gov is necessary, but it’s not a strategy.

It doesn’t get you meetings.
It doesn’t build relationships.
It doesn’t position you to win.

It’s just the starting point.

Real success comes from understanding the process, engaging early, and being intentional about how you show up in the market.

What Winning Companies Do Differently

The companies that consistently win contracts approach this completely differently.

They:

• Invest time in understanding agency missions and requirements
• Engage during the market research phase
• Build relationships with program managers and acquisition teams
• Analyze federal spending data to identify real opportunities
• Position themselves long before a solicitation is released

They’re not chasing opportunities—they’re helping shape them.

The Long Game (And Why It Matters)

This isn’t something you master overnight.

Government contracting takes time. It takes strategy. It takes experience.

But if you’re willing to learn the process and play it the right way, the opportunity is massive.

That’s exactly why I focus so heavily on teaching this inside the GovClose Certification Program—because once you understand how this system really works, you stop guessing and start operating with clarity.

And that’s when things begin to change.

Final Thought

If there’s one thing I want you to take away, it’s this:

Winning government contracts isn’t about being the best at writing proposals.

It’s about being in the right conversations, at the right time, with the right people—long before the proposal ever exists.

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