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When it comes to return on investment, my shareholders are those men and women deployed who need to have access to information in order to be able to make a survivable life-or-death decision.


Ground vehicles don’t have the luxury of millions of dollars’ worth of avion- ics gear, so alternative approaches were needed. SYNEXXUS accomplished this feat from design to fielding in Iraq in 96 days—and under the $70,000 firm fixed-price contract.


SYNEXXUS has cracked the code of solving complex engineering problems supporting programs such as ground control stations, smart munitions, fixed-perimeter security, communi- cation centers, maritime patrol craft, mission command and network on-the- move. In fact, SYNEXXUS has been fortunate to have been awarded over 75 contracts in its history, averaging about six to seven contracts per year.


However, as an SDVOSB, we have yet to be awarded a set-aside contract as a result of this status. As we have discov- ered, the majority of those contracts are services-related. SYNEXXUS is one of


the few [SDVOSB] design, manu-


facturing and integration companies that remain in business. Few if any of the SDVOSB set-aside contracts


are


for products, as those are considered reserved for the large traditional legacy electronic companies.


SYNEXXUS has made this point to numerous acquisition officials over the last several years, but we have seen little change—as they state, “If there are two SDVOSBs that could compete, we would make the RFP SDVOSB.” And quite frankly, if a company like SYNEXXUS, which is now adept at maneuvering within contracting circles, is having issues with set-aside contracts, other companies must be having even more challenging issues.


It’s actually gotten to a point now that SYNEXXUS does not consider small


ASC.ARMY.MIL 127


business set-asides as viable because in the past, while the RFP was for small business to participate, the government sponsor used the small business to act as the middleman for the government agency to procure a large business’s products. Te result was that the small business would take a cut for packaging (repackaging)


large business products


for the government customer so that the government service could take credit for small business participation.


With all that said, owning a small busi- ness supporting DOD is an honor and a responsibility that we cherish. In fact, it’s quite personal. My son is a midship- man at the Naval Academy Prep School in Newport, RI, and would like to be a Marine infantry officer. I want him riding in the most technically advanced vehicle the United States has to offer.


I also take great pride in being able to employ individuals who, in turn, can provide for their families. Creating jobs and contributing to the economy are keys tenets of any small business, but when it comes to return on invest- ment, my shareholders are those men and women deployed who need to have access to information in order to be able to make a survivable life-or-death decision.


CRITICAL THINKING


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