A subcontractor has to protect its own interest and read the fine print. If not, a company could be exposed to a minefield of problems with the prime. Tim Sullivan is a veteran of the contracting world and writer of the blog, “10 Myths of Government Contracting.” In this installment, Sullivan joined Tom Temin on the Federal Drive to tackle myth number five: Not to worry, my prime contractor will tell me what should be in our subcontract.
A prime contractor has its interests to protect as does a subcontractor. The interests of the two parties are going to overlap a great deal, but they are never going to be identical, says contracting expert Tim Sullivan.
Every contract presents risk, but a smart subcontractor realizes this and takes careful and prudent steps to mitigate that risk, says contracting expert Tim Sullivan. This column is the latest in the series, 10 Myths of Government Contracting.
Contracting expert Tim Sullivan says vendors that want to have good relationships with the agencies they do business with must remember one thing. Nothing happens in government contracting unless the contracting officer says it does.
A company’s reputation is an important part of its success and its reputation could be harmed if it is known as a business that protests everything, says contracting expert Tim Sullivan. This post is the second in the 10-part series, “10 Myths of Government Contracting.”
The results of the Federal Employee Viewpoint Survey are in at many agencies. Jeff Neal, former chief human capital officer at the Department of Homeland Security and the chief human resources officer at the Defense Logistics Agency, says the numbers aren’t pretty.
In the first part of a 10-part series on government contracting, expert Tim Sullivan says even if a company has a no-protest policy, it is naïve to believe that it can completely insulate itself from the protest process.
Jeff Neal, former DHS Chief Human Capital Officer Jeff Neal, asks whether hiring managers should use the “rule of three” when considering applications from disabled veterans.
Former DHS CHCO Jeff Neal examines the contention that hiring more federal employees would make for a smaller, better-run federal government.
Mike Sade, a former federal acquisition executive, said the consolidation of schedule contracts makes sense, but there are several unanswered questions GSA needs to address.
Enough with all the talk about whether or not federal CIOs have enough authority, Keith Trippie said. The real conversation is how CIOs and their organization need to morph over the next decade.
Telework and other workplace flexibilities are a good thing for government and the private sector. Rather than attempting to reverse telework programs due to a few bad apples, we should be working on fixing the problems, says Jeff Neal, former chief human capital officer at DHS.
Great supervisors can make even the most trying agency a better place to work, while lousy supervisors can make even the best organization a horrible workplace. With that in mind, more attention is needed to improve the supervisory selection process, says former DHS CHCO Jeff Neal.
Agencies are spending billions of dollars on IT in the human resources arena, yet they are not getting billions of dollars in value. Former DHS Chief Human Capital Officer Jeff Neal says that has to change.