Finding a mentor, Part 2

      In the June 9 issue, we discussed some of the factors you should consider before embarking on a search for a mentor.

      First among these factors is establishing your objectives for getting into the mentor-protégé program. Your objectives should guide your search for an appropriate mentor.

      A key question is whether your mentor should have federal contracting experience.

Federal contracting experience

      If you are looking for help with proposal writing or government business development, you need a mentor with government contracting experience.

      A mentor can be a small, mid-sized or large firm. The question is whether that firm possesses the skills or expertise or connections you need to improve your chances of success in winning federal contracts. Many small and mid-sized firms have learned to manage their business development and proposal writing teams for success.

Narrow your ‘GovCon’ search

     If you want a mentor experienced in federal contracting in a specific industry or at a certain government agency or bureau, you can search USASpending.gov to identify those companies.

      Narrow your search to those specific parameters, using the Advanced Data Search link at the top of the home page. Review several fiscal years in order to get a sense of how the firm has grown in that market.

Mentors outside of ‘GovCon’

      On the other hand, if you are seeking assistance in establishing administrative systems or financial systems, you might consider looking for a mid-sized company with little or no federal contracting experience.

      In fact you might find a mentor who will be anxious to learn from you on how to play the government market.

      Since the mentor may not be a current government contractor, where do you go to identify such a company?

      Try attending local meetings of the National Contract Management Association, Society for Human Resource Management, Associated General Contractors or similar business associations.

      Ask around to identify some of the best-managed companies in the group. Note who is asked to speak at workshops or conferences. Check the list of the Top 100 companies in your area or industry.

Complementary industries

     Also, it is advisable to search for a mentor firm in a complementary industry. For example, an information technology “help desk” support services company could be mentored by a telecommunications support services firm.

      This type of partnership avoids the natural concern about competitors, and each of you gains new breadth to go after larger contracts as a team.

      Such a team can be considered a small business if you develop an approved joint venture agreement. The joint venture also can adopt the socioeconomic character of the small business partner if it is in SBA’s new All-Small Mentor-Protégé program or SBA’s 8(a) Business Development Program Mentor-Protege Program.

Consider 8(a) graduate mentors

      Here is another example of a possible mentor: a company that has recently graduated or is about to graduate from the 8(a) program.

      Such a company still may be a small business, but, if it has been successful in the 8(a) program, it has contacts and insight that will help you.

      What 8(a)-certified companies are about to graduate? That’s a difficult question, but Set-Aside Alert has a solution. Our sister website 8(a) Sources (sba8a.com) has a list of 8(a)-certified companies, which displays their program graduation dates. Set-Aside Alert also publishes a comprehensive 8(a) company list. (Contact us at brspubs@sba8a.com for a list sample and price information.)

Contacting mentor prospects

      Whom should you try to reach at the prospective mentor firm to get a discussion started? If it’s a small firm, you should go right to the CEO or vice president. Their commitment is necessary to make a mentor-protégé arrangement work, so seek their buy-in at the outset.

      If you are approaching a larger firm, look for a vice president or executive in sales, subcontracting, HR, contract administration or business development, depending on the size of the prospective firm. These are the people who understand the potential value of such an arrangement and can sell it up the organization chart.

Negotiating a good deal

      Most company executives have never done a mentoring agreement before. It is incumbent upon you to explain what each partner is going to get out of the deal: (a) what you are bringing to the table, and (b) what you expect to get from the mentor.

      Prepare a white paper describing how the program works, including the potential for joint ventures if that is in your plan. Develop a briefing presentation to convince the mentor’s executive team of the value to their company, and the potential for increased profits for both of you.

      Engaging a mentor is a sales job on our part, so approach it like you are going after a new major customer.

Tom Johnson is the publisher of Set-Aside Alert. He may be reached at tjohnson@setasidealert.com.

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Column: Finding a mentor, Part 2

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