Download GSA OASIS Source Selection Files @:

[NOTE] If you LOST on GSA OASIS, it may be as a result of GSA’s disclosure that you lost and many of the apparent awardees made the top 40 in the pool(s) that your firm sought to compete in. Indeed, had it not been for GSA’s disclosure, the current winners – and perhaps the entire ranking order in the competitive range – would have been different; and indeed, your firm very well may have been amongst the apparent awardees.

Should you decide to, you still have recourse to file a PIA claim at the Government Accountability Office (GAO) and/or the Court of Federal Claims (CoFC). Alternatively, a Class Action filing is currently being formulated. If you lost on GSA OASIS and have interest in this Class Action, please email You will have 10-days from the date this posting to file with the GSA KO in order to maintain standing as an interested party.


The Procurement Integrity Act (PIA) prohibits the release of source selection and contractor bid or proposal information and GAO precedent establishes that in order to prevail, a Protester must demonstrate that it was prejudiced by this release. However, in accord with rulings at both GAO and the Court of Federal Claims – proof of prejudice notwithstanding – [the act alone is a violation and the mere possibility that the integrity of the federal procurement apparatus may have been breached is in and of itself grounds for procurement termination.]


AA-I & Co. assisted 13 companies for the purpose of their participation in the Teaming Exchange, and 6 ultimately became apparent awardees. Although there are numerous illustrations of the competitive value of this information that I am unfortunately not at liberty to disclose due to non-disclosure agreements; I can share one basic example of advantage that was provided in assistance to our client’s strategic choice of “Past Performance” submission on OASIS SB.

It is a well-known fact that GSA essentially uses businesses as a virtual “sales force” through all of its contract vehicles, and intends to do the same with OASIS SB. It was also quite obvious from some of the interview dialogue in the source selection material shared that GSA was indirectly seeking agency “first adopter buy-in” commitment for OASIS SB to justify its contracting approach.

Therefore, we advised our clients, where possible, to make it a priority to submit only those past performances from the agencies that had been noted from the interviews conducted and cited in the source selection material whom expressed an affinity for using the GSA OASIS contract vehicle in the interviews. We did not tell them, however, that the agency list we provided originated from source selection material; rather, we advised them to “prioritize” their submission based upon a list of agencies we provided.

Read the entire AFFIDAVIT and download the GSA OASIS Source Selection Documents @:

One Voice…



When we were kids, our Mothers told us we could be whatever we wanted to be. Well, while this may be true, there are some things that are out of our control. When you went to your Dad, and said, “I want to be a Center in the NBA”, he may have said something akin to – “the average height in our family is 6’ so, unless you experience a tremendous growth spurt; you’d better reassess your career prospects.” This same rationale applies to those of you who aspired to be Mick Jagger growing up, and while you now find yourself successful in commerce, you’re most certainly not living the life of a 60 year old rock star. The same sobriety must be applied to pursuit of GSA OASIS.

Sure, there are GSA Proposal companies; Capture Management companies; and everything in between that is willing to say anything in order to get your business. “You can win if you only…”; “we’ve got a $$$$%%%% client win-rate…”; and “we did DNA enhancements for Bill Walton….” Here’s the sober truth: at some point, you gotta grow up and recognize who you are, and start there.

Now, taking on the practicality of many of our Fathers (and a few Old Spice commercials); look carefully at that GSA OASIS evaluation checklist in the RFI; now look at your company; now look back at the checklist… you either are what it says you need to be or you’re not. There is simply not enough time for you to morph. So you realize now that your trying out on American Idol, while exciting, is probably not going to change your career path. You have 3 choices now:

  1. be a romantic and go after the impossible,
  2. develop an alternative strategy to still be part of the game, or
  3. quite. I am not much for quitters, so if chose option 3, you should stop reading now.

Now, this time; look carefully at that GSA OASIS RFI overall; now look at your company; now look back at the RFI… ahhh, yes, in the land of the blind, the one-eyed man is King. You noticed that there is an embedded value proposition that you possess which you missed the first time around. It is one that is unique to each and every federal contractor – Relationships. You see, Rock Stars don’t make money without a fan base – they just as well might still be playing in their parents’ garage. What you know for certain is this: the folks that buy from you now do so because they like you. And, that is your ticket to getting backstage at the concert. Right now, you should be completing a response to the RFI – not for the purpose of competing, but for the purpose pre-selling GSA OASIS to your current clients and subsequently to the eventual Rock Stars to become a glorified Rodi.

But you have another problem… the Rock Stars don’t know who you are.

Well, we can help with that; the “Teaming Exchange” was incepted and formed for the practical purpose of meeting folks where they are, and helping as many Smalls to monetize this contract vehicle as possible – while mitigating risk for all involved. While we may not end up with every Rock Star on the planet; all we need is one U2, perhaps a Led Zepplin, and maybe a Foo Fighter; we won’t make all of the money – but we’ll certainly carve out a noticeable chunk.

To determine if our framework may work for you, forward your completed GSA OASIS RFI checklist for scoring; mailto: by May 10th for urgent consideration – after that, no guarantees on review prior to the final RFP.

If you don’t stand a chance, we’ll tell you; if you’re a Rodi, but not Rock Star material, we’ll tell you that too. But whatever you are, we will meet you “where you are” and help find a way to get you a job at the concert – being a Rodi, and making money, beats the hell out of being a Groupie, and getting pimped, any day.

For more information on the GSA OASIS Teaming Exchange Business Case, visit:

Join OASIS Teaming Group on LinkedIn @

Now, this is a true story. Let me qualify what you are about to read by saying I personally have assisted many 8(a) firms in transition to full & open. However, there is one firm owned by a gentleman so unassuming that you could easily presume him inconsequential. But, when looked at from the lenses of true scalable operations, sound management, leadership – and did I say performance? This firm’s record can only be declared as phenomenal.

But why, you ask , do I wish to share this story? I share this story for those of you 8(a)’s who believe that if you are the best at what you do; if you do the right thing; if you bring value to the federal agency(s) that you work for while in the program, you will be able to leverage that performance on its merits. Although, it used to be that way in the not so distant past; its not anymore.

The 8(a) program, like SDVOSB, and HUBZone, has become a means negotiated proxy whose value is not measured by performance and value per tax-payer $$ spent; but by favor to firms’ ran by minorities committed to soon to be retired personnel. I write this, not to have you give up, or presume hopelessness – no, not by a long shot. I tell this story, so that those of you who are doing everything right and enjoying the results of your labor, nevertheless, don’t presume to relax and believe that a 50/50 portfolio upon graduation is a sufficient cushion to propel you into the full & open with sustained momentum – it’s not.

You now need to start competing for (and winning) small business set-asides (outside of 8(a)) in years 4 and 5… but back to the story. Once upon a time, an 8(a) started the program with a solid strategy, solid private-sector past performance, and strong agency relationships – or so they thought. As a result and expected, they hit the ground running. Built a portfolio of solid contract vehicles, set-aside and not; and enjoyed 9 years of 8(a) bliss. Management negotiated good faith contract transitions for program off-ramp in a fashion that would be on par with private sector risk management. Again, they did it right.

But, then the fears of post-career unknowns visited upon the relative contracting officer personnel office and Maslow’s Hierarchy was descended by these folks like it was Jacob’s Ladder and all bets were off. For you see, cloaked in the statement “gov’ts best interest” is many times some bureaucrat’s self-interest. Despite stellar past performance over 9 years, forged relationships, and commitments made between Men as men have done for decades in this space; we watched this “example of excellence” be thrown unapologetically under the bus asif it were a form of Cesar reincarnated.

So, I say to you -do not believe, despite past-performance is no longer prologue for positive leverage post graduation. Take all commitments, even those executed in writing, by bureaucrats as having a shelf-life not communicated. Establish a reserve beginning with the your 1st 8(a) win above the line of profit – and title it “fund for defense and claims on portfolio.” Soci-economic programs are now on par with Vegas; the house is not happy to see you leave with any winnings; you may have to fight if you plan on leaving of the front door…

There’s a lot of symptoms being experienced right now by Smalls in federal contracting, but unfortunately the cause of what ‘REALLY’ ales is not part of the conversation; because the folks doing all of the talking aren’t organic to Smalls and thus can’t diagnose. BTW, wasn’t that the reason I created VSBA in the 1st place? Of course, but I digress… regarding that cough…

Here’s the x-ray – thanks to the impact of sequestration, continuing resolution, and the current debt ceiling issues > compounded by the glut of GWACs issued by every procurement agency exec looking to make a name; what Smalls are experiencing is ‘contract vehicle over-saturation with minuscule market demand support’ with a dose of regulatory imperative – a perfect storm or ‘Black-Swan’ event by any other name.

Black-Swans are, of course, those highly improbable but painfully consequential events that strike from the blue. These types of events can cripple, vulnerable Smalls that are caught off guard; destroy financial performance or kill the business outright. Because they are rare and almost impossible to predict, black-swan events normally fall outside the scope of most Small Business risk management programs (assuming a Small has such a program at all).

So, now that we have a prognosis – what’s next? Well unlike the common cold, or the flu, the ‘one shot antibiotic fits all’ mantra won’t work. The remedy for each Small is unique, taking into consideration such variables as industry, size, product/service type, diversity, prior preparation, etc. – you get the picture. And, that is why we are experiencing such a influx of noise from the kabuki theater crowd – the truth is, most of these folks don’t want you to know that they are just as clueless as you right now.

So, if this is familiar – I implore you to get back to the fundamentals of why you started your business in the first place. Time to re-validate; are you still relevant? Does the market still need what you offer? These are boardroom questions that need to be answered. And if you don’t have the stomach for it, then I guess you have your answer – don’t you?

Finally, I have heard some diagnose this time a ‘Black Death’ event as opposed to Black-Swan – but I don’t agree. If this were a Black Death event, all of your fates would be left to chance and determined by your immunity to a single pathogen; but that’s not the case here. You can survive, and indeed thrive, if you recognize or remember your firms’ identity, stay in your lane, and above all watch your 6 o’ clock – cause when some folks run out of food, animal instincts kick in and they/we start eating each other. And, then, my friends – stage 2 Black-Swan will become the Black Death. Stay Frosty.

Smalls gotta learn how to swim with the Sharks

For fiscal year 2013, this is the best graphical summation of the competitive federal procurement landscape that we could put together; no matter how you scratch it, Smalls will need to dive into the deep end to survive. Here’s why…

During FY 2012, civilian opportunities were valued at $12.8 billion and defense opportunities accounted for $5.6 billion. For FY 2013 these numbers have changed dramatically with defense opportunities valued at $9.5 billion and civilian opportunities totaling $2.5 billion.

Also, federal agencies are continuing to procure their requirements through small business set-asides more often than through other small business categories, such as 8(a) and Service Disabled Veteran-Owned Small Businesses (SDVOSBs).


  • Small business prime contracting spending has been on the decline.
  • Small businesses are being disproportionately affected by spending cuts.
  • The majority of this year’s top Small business opportunities will be procured by defense agencies.


By utilizing small business set-asides, agencies can not only get credit toward their small business goals, but it also gives them leeway to award contracts to any category of small business for maximum control over meeting goals.


The net-effect to Smalls is fewer but larger opportunities, with more varying capability needs. To aggressively adjust to this shift, Smalls must form solution focused joint ventures – maintaining membership in a multiple simultaneously.

Aljucar & Co. |

Right now, there are many very nervous small business government contractors, that provide a primarily services footprint, who don’t know which particular programs are going to be cut within the federal agencies they currently contract, due to budget cuts and the potential sequestration, and thus can’t do much in terms of proactive decision making.

At the same time, due to the highly variable cost structures and declining task-order availability, many firms are considering the prospects of what used to be a viable means of restructuring, Chapter 11 bankruptcy. However, this may not be the viable option that it once was. The rules have changed significantly over the years. Today, if your firm goes into Chapter 11, the odds of you keeping the business are much lower.

The Supreme Court’s 1999 LaSalle decision has given unsecured creditors a huge advantage, and the result is the cost of bankruptcy has gotten so high that the ability to continue your firm under current ownership has reached almost zero. The key issue is the expansion of the ‘363 sale’. As many of you may be aware, the 363 sale was originally designed to allow companies to sell off spoilable product, like fruit. If you were in the grocery business and you filed bankruptcy, it allowed you to sell off assets. The Lionel case expanded that so you could sell major assets, virtually including the whole company. Thus, giving unsecured creditors a very logical reason to avoid a plan of reorganization.

These, and many other changes, say to the world that the chance of your small business surviving bankruptcy is much lower. And if it’s much lower, the banks aren’t going to give debtor-in-possession financing, and rightfully so. The D.I.P. financer gets a priority lien; last in, first out, but the contingency is that your business survives to have the money to pay that super-priority lien. In addition, in Chapter 11, you are required to pay for the attorneys, accountants and consultants of the creditors’ committee; including any investment bankers that may be involved. Essentially, you are paying your creditors to oppose you. In short, Chapter 11 is tilted to the unsecured creditor side of the equation.

Given these facts, Chapter 11 should be an absolute last-resort strategy. A better approach may be to merge your firm with another small business to create one survivable company.

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