If I asked you, “What does success look like for you in the federal or defense market?” how would you respond?

I ask this question of every company I connect with. I have for years. Most respond with an arbitrary list of goals: annual revenue targets, awarded contracts or vehicles, number of clients, etc. Goals and objectives are important—they give you metrics to work toward.

But the federal market is complex and scattered. It takes years to understand your pipeline or anything resembling a conversion rate. It’s easy to get distracted, overwhelmed, and spread too thin by tangential opportunities.

The real answer to this question should be something you feel.

When runners envision success, it might involve finishing the Boston Marathon. But most will tell you that running is about more than just the finish line. It’s about the joy of stepping onto the path, that mix of peace and adrenaline, whether running 3 miles or 20. It’s the satisfaction of sore muscles, the humor in feeling “runger,” and the elation of finding electrolytes that don’t make you nauseous. For lifelong runners, success isn’t just the goal; it’s the identity, the lifestyle, and the journey.

When you think about success in the federal marketplace—zoom out. Think about your company’s identity in the ecosystem, how others perceive you, and how you want to show up. Let your goals and objectives grow from that foundation.

Why This Matters

When companies take the time to define success, their initial goals often shift. Teams quickly realize their original metrics may not align with the bigger picture. This clarity allows them to ideate goals that do align and serve their long-term vision.

This exercise may feel abstract, but it’s deeply strategic. Building a federal market entry strategy is great, but startups especially need to pivot—often. Without a clear, detailed definition of success, it’s easy to drift out of alignment. This definition serves as a foundation to keep you and your team on track.

Already have a Mission and Vision Statement? 

There’s a reason I call this a “definition of success” and not a company vision.  I don’t like to stop at just a vision statement, though the first part of your response should feel like a vision. 

As an example, let’s say I have an AI company, AITalentTool, that has developed a talent management tool to help find and onboard new talent, as well as grow and support existing talent.  Vision and mission statements are often debated. I think of the former as a picture of what has happened once you’ve made your impact, and the mission statement as a call to action for your team.  So perhaps my mission and vision statements read something like this: 

Vision: "A world where every individual’s potential is fully realized, workplaces thrive through intelligent alignment, and organizations succeed by empowering people through AI-driven insights."

Mission Statement: "To revolutionize talent management by leveraging AI to identify, develop, and align individual and organizational potential, fostering growth, innovation, and success at every level."

These are great, but they don’t really tell me what to do in this niche market. Your definition of success will include vision, but it will get much more specific. It’s designed for team alignment and direction setting rather than global inspiration.  

What Does a Definition of Success Look Like?

I prefer this term over “company vision” because it goes beyond a traditional vision statement. While the first part should feel aspirational, your definition of success must also guide execution.

Here’s an example for a hypothetical AI company with a talent management tool:

1. What Does Success Look Like for Your Company?
   Begin with the end in mind. Are you aiming to be a niche provider in a specific domain or a broad presence across multiple agencies? Define your ideal outcome—it’s your north star.
   Example: AITalentTool is the gold standard for recruitment and talent management across the federal government, leveraged by defense and civilian agencies for personnel management, organizational recruiting, and unit-level talent development.
2. How Will You Execute This Vision?
   Success is as much about the journey as the goal. Define how you’ll get there:
• What types of contracts align with your vision (enterprise-level, task orders, program-specific)?
• Will you sell directly, or leverage resellers and partnerships?
• How will you build relationships with primes or government buyers?
3. Example: AITalentTool holds enterprise licenses with major defense and civilian HR teams. It is sold as a commercial product with a fixed-price strategy and leverages enterprise-wide contracts to meet varying team management needs.
4. Are You Operationally Prepared?
   Success in the federal market requires robust compliance. Ensure your operations support your vision:
• Are you FEDRAMP or CMMC certified?
• Are your accounting systems compliant with federal cost standards?
• Do you have the infrastructure to scale?
5. Example: AITalentTool is IL4 and FEDRAMP-certified, with ATO approval from major services and direct enterprise relationships.

Driving Execution

Clarity isn’t just a brainstorming exercise—it drives real decisions:

• Building Infrastructure: Prioritize certifications, systems, and processes that align with your goals.
• Assessing Opportunities: Use your vision to discern distractions from high-impact opportunities.
• Sales and Business Development: Tailor your approach. For enterprise contracts, focus on long-term relationships with decision-makers. For grassroots efforts, target individual leaders and build compelling case studies.

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