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Minority EnterpriseAdvocate MagazinePublisherDebra WilliamsWritersAngela Chester-JohnsonRichard W. LewisAlfonzo PorterGary A. SmithGary E. ShumakerGloria Berthold LarkinDesign & ProductionAdrienne ButlerPolaris PressPresidentSunny EzejiMinority Enterprise Advocate Magazineis published bi-monthly byMinority Enterprise Executive CouncilP.O. Box 5199Woodbridge, Virginia 22194Tel. (703) 730-4091Fax (703) 730-4092E-mail: vpwilliams@comcast.netWebsite: www.meecouncil.comMEE CouncilSunny Ezeji, PresidentAll rights reserved © copyrightSunny Ezeji,PresidentThis is a new climate for everyone in business. Weneed to network and diversify in order to survive inthese very uncertain times. International business isa very interesting option that all of us need to takea look at.You might ask how do I start this internationalventure? Join an international trade association thatprovides programs that facilitate overseas trade andinvestments. There are organizations you shouldcontact such as The Leon Sullivan Foundation andthe Corporate Council on Africa which are locatedin Washington D.C. For Federal agencies that canassist you, visit www.export.gov. Take time to visitthe U.S. Embassy of the country you are targeting,do your research.I believe a lot of entrepreneurs are interested, but just not sure where to start.After all you do want to make sure you are doing business in a safe, legitimate,and practical manner.I am always talking about networking. How is your business network? Do youhave a mentor or are you mentoring someone else? This is the true way tosuccess and building lasting relationships. Never say you do not have time tohelp others.Networking and mentoring are very necessary tools. What will you do when somethinggoes wrong, who will you turn to? That is the significance in having a good network ormentor; there is always someone there to help and answer your questions.I know a lot of business people across the country.Many of them could not handle the changes in theeconomy and did not survive the crisis. Many didnot know how to diversify in order to stay alive.They did not maintain a network of strong businessleaders.I try to encourage people to start their own business.A lot of people are afraid or just don’t know whereto start. It is a challenge and sometimes scary, but ifyou ever want to maximize your lifestyle and income,you have to think about it. You will never make whatyou are worth working for someone else. You haveto believe the opportunity is waiting for you and thatthere are plenty of people and resources out thereto help you.Merry Christmas and have a happy New Year!Debra Williams,Publisher6 Minority Enterprise Advocate • November-December 2010

On the human network, people worktogether across desks, hallways andtime zones.Welcome to a place where people collaborate to createextraordinary things. It’s a place where brilliant ideas can arrivefrom a distant continent. Inspiration can announce itself in anylanguage. And passion abounds everywhere. When peoplecome together from all over the world, they change the world.Visit us at cisco.com/supplier/diversityMinority Enterprise Advocate • November-December 20107

Business Update:Legislation AffectingYOUR Access toFederal ContractsGloria Berthold LarkinBy Gloria Berthold LarkinInformed business owners not only are aware of thelegislation that affects their business, but also take proactivesteps to incorporate the changes into business-buildingstrategies. The areas affected by recent legislation andrulings include:n Small Business Parityn Increased Dollar Thresholdsn Sole Source Dollar Award Thresholdsn Women’s Procurement Programn Prime Contractor Requirements for Subcontracting Plansn Bundling Limitsn Size Standards ReviewSmall Business ParityEqual footing was restored to all small business types in federalcontracting programs. The types of small business affectedare: those businesses who are “Small” as determined by theSBA Size Standards, 8(a) Certified, Women-Owned, ServiceDisabled Veteran-Owned and HUBZone. This means that thecontracting officer now has the ability to choose the smallbusiness type for set-aside opportunities as opposed to beingrequired to focus on just only one type, such as HUBZone.Owners of small businesses pursuing government contractswill take advantage of this situation by answering everySources Sought Notice or Request for Information (RFI)where their products or services are required. The federalgovernment uses Sources Sought Notices and RFIs asmarket research to determine if enough qualified smallbusinesses can perform the work, and if so, will thenhave reason to set-aside the contract for small business,or a particular type of small business. For instance, if twobusinesses who are 8(a) certified respond, the contractingofficer may then issue the opportunity as an 8(a) set-aside.If one business responds who is 8(a) and another who iswoman-owned, the set-aside may be for “small business”.It is critical that small businesses respond to these noticesin order to give the contracting officer a legitimate reasonto use the set-aside program and not use a full and opencompetition process where all businesses, large and small,would compete for the contract.Increased Dollar ThresholdsIn the past, contracts between $3,000 and $100,000 were to beset-aside exclusively for small business, with a few exceptions.This threshold was increased from $100,000 to $150,000.Generally, this means that all contracts valued between $3,000and $150,000 should be set-aside for small businesses.The exceptions to this new limit would be sales made onGSA Schedules or task orders on other contract vehiclessuch as Government-wide Acquisition Contracts (GWACs)or Indefinite Delivery Indefinite Quantity (IDIQ) contracts.Those sales are available to any size company, large or small.Savvy small business contractors will take time to contactall current contracting officers for whom they have workedand educate them about the increase in the threshold andask for any upcoming opportunities that may fall within thenew thresholds.Sole Source Dollar Award ThresholdsContracting officers have had the opportunity to make solesourcecontract awards (where no competitive bidding isrequired) to 8(a) and HUBZone firms up to 3.5 million dollarsfor any non-manufacturing work and 5.5 million dollarsfor manufacturing. Those limits have now increased to $4million and $6.5 million dollars respectively.The Service Disabled Veteran Owned Small Businesses(SDVOSBs) threshold for sole source awards has nowincreased from $3 million to $3.5 million for non-manufacturingand $5.5 to $6 million for manufacturing contracts.8 Minority Enterprise Advocate • November-December 2010

Educated business owners will contacttheir local Small Business Administration(SBA) representative and learn howto request and participate in the solesourcecontracting process. There is avery specific process to follow to winsole source contracts and your SBArepresentative is a very important personwho will guide you through the process.Women’s Procurement ProgramThe SBA announced the publication ofa final rule, called the 8(m) Program, toimplement the federal procurementprogram for women-owned smallbusinesses (WOSB) that has beenover ten years in the making. This isan economic-disadvantaged-basedprogram in which eighty-three industrieshave been identified where WOSBsare underrepresented among federalcontractors. Thirty-eight of which the SBAhas deemed WOSBs to be “substantiallyunderrepresented.” The 8(m) programseeks to open up more opportunities forWOSBs working in these 83 industries.To be eligible, the company has to beconsidered “small” under the primaryNAICS code, and not less than 51%unconditionally and directly owned andcontrolled by one or more women whoare U.S. Citizens. Further, the rule specifiesthat, with certain exceptions, the womanwho holds the highest officer positionmay not engage in outside employmentand must manage the company on afull-time basis during the normal workinghours just like other companies in thesame or similar line of business.To determine whether a woman iseconomically disadvantaged for purposesof the 8(m) Program, the SBA will checkher income, personal net worth, andthe fair market value of her total assets.A woman will be found economicallydisadvantaged if her adjusted grossyearly income, averaged over the threeyears preceding the certification, is lessthan $350,000, her personal net worth isless than $750,000, and the fair marketvalue of all of her assets is less than$3 million. In the 38 industries wherewomen are deemed to be “substantiallyunderrepresented,” the rule waives theeconomic disadvantage requirement.Woman-owned businesses may eitherself-certify or certify through thirdparties approved by SBA. Regardlessof the certification method, everywoman-owned business must ensurethat all requirements for the followingthree databases are met:Central Contractor Registration (CCR)“WOSB Program Repository,” to beestablished by the SBAOnline Representations andCertifications Application (ORCA)This program is scheduled to go intoeffect in February 2011and the SBAestimates that federal agencies will beable to start setting aside contracts forWOSBs in the first quarter of 2011.Right now, WOSBs are planning theirstrategies to build strong relationshipswith target agencies and primecontractors so that they will be wellpositionedfor accelerated successafter February, 2011.Prime Contractor Requirements forSubcontracting PlansPrime contractors have been requiredto write specific subcontracting plansfor all non-construction contracts over$550,000 and $1 million for constructioncontracts. Now, the limits are increasedto $650,000 and $1.5 million forconstruction. Prime contractors will alsobe required to use the subcontractorslisted in their subcontracting plan, unlessthey went out of business within 1 year.Prompt payment to subcontractors willalso be enforced in that subcontractorsmust be paid within 90 days. Contractingofficers will be required to include thisand related issues in the publishedprime contractor’s evaluation.Bundling LimitsIn the past ten years, the practice ofcontract bundling, or consolidation, hasgrown dramatically. This is the practiceof combining many related or even nonrelatedservices or products under one,generally very large, contract. Becausethe contracts grew to extraordinarysizes, often exceeding 100 milliondollars, most small businesses wereeffective cut out of competition.Recent legislation now states thatno Federal agency acquisition plancan include consolidation of contractrequirements (bundling of contracts)worth more than just $2 million unlessconsolidation is necessary and justified.There is now an across-the-board policyon bundling: Agencies will be requiredto solicit bids from small business jointventures and teams on solicitationsabove the bundling threshold.This means that there will be manymore contracts of smaller sizes upfor competitive or even sole-sourcebids. While this is very good for smallbusiness, it will make the contractingofficers’ lives difficult and demanding.The businesses who will be mostsuccessful in this market will have all ofthe necessary certifications, contractvehicles and full preparation withregards to the needs of the market, notto mention strong relationships builtwith the decision-makers.Size Standards ReviewEvery business can be identified byits industry with the North AmericanIndustry Classification System (NAICS).These NAICS have been associatedwith specific measurements such asnumber of employees or amount ofrevenue to determine when a companyis considered a large or small company.Some size standards have not changedin over ten years. To keep up witheconomic changes, the SBA will nowconduct a review of one third of sizestandards (by NAICS code) every 18months, completing a comprehensivereview of all NAICS every 5 years.These legislative updates can bringsignificant changes to the federalprocurement market and either help orhurt business. The more knowledgeableand better prepared you are, the greaterthe chance is that your business willbenefit, increase revenues, employ morepeople and help rebuild our economy.Gloria Berthold Larkin is president ofTargetGov and a Board Member ofWomen Impacting Public Policy (WIPP.org). She is an expert in businessdevelopment in the government andcorporate business markets. She is adynamic speaker and book author andadept at negotiating the governmentcontracting maze on behalf of clients.Visit www.TargetGov.com, email info@targetgov.com or call toll-free 866-579-1346 for more information. n

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MIRACLE SYSTEMS, LLC ––Delivering on Its Promiseof Quality, Performanceand ResultsSandesh Sharda, CEOSandesh Sharda, CEOBy Alfonzo PorterGrowing up in Bhopal, India, all indications were thatSandesh Sharda would become a highly successful memberof his community. His father was a high ranking, careergovernment official with a Ph.D. in Economics. His mothercreated a warm, nurturing environment where he learnedthe value of family, stability and community cohesiveness.He never imagined that he would one day live in the UnitedStates. What he also could not envision then was that hiseducation, training and technical savvy would place him atthe top of his own successful information technology firm.Sharda, 38, is President and CEO of Miracle Systems, LLClocated in Arlington, VA. The seven year old company has grownfrom one staff member to more than 110 full time employees andover 70 contractors, since 2003. The company has experienceda 300% growth rate since 2006, making it one of the fastestgrowing small firms in the Washington DC area.A graduate of Richmond University, in London, Sharda earnedhis MBA in 1994 and has more than 15 years of experienceas a technical architect. He also holds a bachelors degreein accounting from Mumbai University (1992). He describeshimself as a hands on, results oriented professional withdemonstrated success in developing operational strategies.Additionally, his strong problem solving acumen coupledwith his ability to implement detailed action plans make hima highly effective executive.With 2009 revenues in excess of $15 million Miracle Systemshas carved out a significant niche, as a small business, in thehighly competitive IT arena. The company’s three year plan,according to Sharda, is admittedly aggressive.“We project that our revenue will reach about $50 millionby 2013,” he says. “I anticipate that our firm will grow toapproximately 600 staff members during the same period.”It’s a far cry from the beginning when times were hardas a new business. The company started with a minisculecontract with the National Endowment for Humanities.The total award was for $4,000 to provide support for theorganization’s Oracle system. It was a time of little directionfor the company where you chased whatever opportunitiescome your way, Sharda says.“You start a business with a sense of excitement. You havea chance to prove that you can do it, that you can strike outon your own and create your own golden plate,” he said.“New start ups experience many problems. The questionof sustainability and how to keep the company growingand fiscally sound, weighs heavily. It is a risky and highlypressure filled undertaking.”He seems pleased with his performance so far, adding, “Igive myself an A+ for what the company has accomplishedand our future is promising.”Sharda offers sober advise for any new or aspiring businessowner. He insists that anyone looking to launch a newenterprise be willing to work an average of 18 hours a dayfor at least 5 years. And even then, there are no guarantees.“I advise new business owners to have patience and analmost obsessive desire to succeed. It is also helpful tocultivate your connections; an ability to network is helpfuland you must have an engaging personality”Yet, even with all those attributes, luck still plays its part.Oddly, it was the Department of Transportation that encouragedhim to strike out on his own. Sharda was employed with Oracleas a project manager and servicing systems under the firms’contracts when he was approached by a DOT contractingofficial about continuing on after the Oracle contract expired.Miracle Systems is an SBA 8(a) firm. As a federalcontractor the company provides a strong portfolio ofservices such as IT Support Services, Database Support,Oracle Application, Financial and Accounting Systems,and Financial Analyst Services.The company is also qualified as a CMMI Level II appraisedfirm and has achieved ISO 9001-2008 certification. Its clientsinclude the US DOT, DHS, DOJ, and the State Department.12 Minority Enterprise Advocate • November-December 2010

Among its Core Corporate offerings,specifically, are:o Systems Planning and Designo Software Developmento Infrastructure Planningo Integration and Implementationo Emerging Technologieso Service Continuity and AvailabilityMonitoringo Performance Reportingo Systems Supporto Configuration Managemento Change and Release Managemento Architecture and Designo Development and Migrationo Performance Tuningo Data Mining and Warehousingo Business Intelligenceo Applications and Data Baseso Help Desko User Support and Trainingo Network and Securityo Collaboration Serviceso Federal Financial Systemso Budgetary Systemso Grants Managemento Accounting and Financeo Reporting and ComplianceAlthough Sharda has plans to expandMiracle Systems, LLC globally,he likes the idea of a manageablecorporate headquarters. Its home isin an Arlington, VA office tower with aview of some of the most recognizedscenery in the world.“I want to remain established in onesingle location,” he says. “Even as wegrow and expand, and may need anentire office tower; we will still operateout of one central office location.”Perhaps his proclivity for operationalcontrol is born out of the very experiencesof building a business from the groundup. Small business CEO’s are forced tobe multi faceted with varying skill setsthat they can call upon simultaneously.Most manage, not only operations, butfinance, marketing, human resources,accounting, information technology,development and administration.A belief in the virtue of giving back to thenext generation is a core value for Sharda.Among the community involvementprojects, sponsored by Miracle Systems,consist of internship programs that provideopportunities forcollege students toreceive the supportthey need in orderto complete theirdegree.“We are proudof our efforts tobring young peoplealong,” he said.We typically hostat least six internsin the office overthe Summer. ThisMiracle Systems Teamprovides valuableinsights and trainingfor them as they grow and become theleaders of the future.”He continued by saying that MiracleSystems, LLC support initiatives forchildren who are under privileged inIndia, as well.“We work with the AKANSHA nationalorganization. AKANSHA means “Hope,”and that is what we are tasked with.I want to ensure that children in Indiaunderstand that they can achieve andsucceed anywhere on the globe. Wealso support an orphanage in Bhopal,India, my home town. We haveworked with the National Institutes ofHealth here in the US to assist in thevaccination of the underprivileged inthe metropolitan area.”The greatest challenge for small businessesworking in the federal space isattempting to sift through the myriadof opportunities and threats thatloom large over your survival. Mostimportant, according to Sharda, is theability to identify the right people.“Finding the right talent who can not onlybring business to your organization butwho also possess the skill sets to helpeffectively manage new projects,” he says.“With many small companies, we wind uphiring people based solely upon a resumeand references. That is a huge mistake. Youfind yourself in a constant training modewith staff with virtually zero return fromthe investment. In many cases, you feel asthough you work for your staff instead ofthe other way around. The right businessdevelopment team is a must.”He asserts that Miracle Systems, LLCis a very good 8(a) company that bringsintegrity to every project. His methodsinclude hiring former SES (SeniorExecutive Service) level governmentofficials with a high degree of ethicsand who can deliver.“With that level of talent, you feelconfident you have the skills to besuccessful,” he said.The biggest problem that smallcompanies face in working with thefederal government is that largebusinesses attempt to eat from thesame plate by manipulating the system.“It is unfair for smaller players who aretrying to grow in the market space. Largebusinesses are able to undercut us. Theyrepresent themselves as a small firm towin contracts through partnerships andother collaborations. For us, spendingtime on a proposal, assigning a staffmember to searching for opportunities,and the financial expenditure to simplybid on work is a daunting thing forsmaller players. The long term impact isthat smaller companies cannot grow.”He suggests that most innovationscome from smaller firms and whenthe small cannot get through, thegovernment misses out on talent,efficiency and cost savings.For too many of us, if we are not able toeffectively pursue certain opportunitieswhere we are a good fit, it becomesnearly impossible to compete, Shardasays. As a result, many of us don’twaste our time. That has an overallnet negative impact upon the wholeprocess of procuring the critical goodsand services the government needs.Although the challenges are everywhere,Sharda remains convinced thatMiracle Systems, LLC will continue tomake a significant impact as it growsto meet the exacting projections of itsaggressive young CEO.He and his wife, Anu, have beenmarried for 14 years. They have twochildren, a son Sahaj, 13, and a 9 yearold daughter, Disha.n

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Financing Alternatives forGovernment Contractors ©When Significant Capital NeedsPrecede Customer Paymentson Government Contractsby Richard W. LewisThe Good News: Your Company has landed a newGovernment contract, one that will result in a significantincrease in revenues.The Challenge: In order to fulfill this contract, you mustcommit to additional people (payroll), training, materials, andrelated costs. This commitment must be made in advance ofreceiving payments from your customer (the US Government).Unfortunately, the amount of capital needed to cover yourcommitments exceeds the balance available on your existingline of credit or your credit card. It also exceeds the amountof cash that could be made available by delaying paymentsto selected vendors. The nature of this contract might justifyissuing new equity or debt, but raising capital generally is anexpensive, complex task that ultimately may take too long tomeet your short-term contract specific capital requirements.“While poor management is cited most frequently as thereason businesses fail, inadequate or ill-timed financingis a close second. Whether you are starting a businessor expanding one, sufficient ready capital is essential.However, it is not enough to simply have sufficient financing;knowledge and planning are required to manage it well. Thesequalities ensure that entrepreneurs avoid common mistakeslike securing the wrong type of financing, miscalculating theamount required, or underestimating the cost of borrowingmoney.” http://www.sba.gov/financing/basics/basics.html.Solution – Planning!: In order to minimize the risk of yourcompany having to scramble to raise enough capital to ramp upfor future major contracts, your internal business developmentforecasting process should identify and signal situations early tosenior management. This will allow for a proactive review of anysignificant operational, personnel, and financial impacts. Specificterms may be negotiated into the customer’s agreement todampen these impacts. Such terms may include extendeddelivery dates, partial payment upon order placement, orprogress payments based upon specific performance criteria.Existing Bank or Lender - If your company has an existing lineof credit or borrowing arrangement with a bank or other lender,try to negotiate an increase with them. A responsive lendermay provide all of the short-term capital needed until theGovernment agency begins payment. You should be aware thattrade-offs of a significantly higher level of credit might involvecommitting to a new long term deal, additional loan covenants,greater reporting requirements, and/or higher interest rates. Inaddition, your credit agreement may constrain your ability totake on other types of debt or lease obligations. In any event, itis best to discuss the situation as far in advance as possible andhave a full financing/business plan and presentation available.Remember, LENDERS HATE SURPRISES.If your company does not have an accommodating lender,the following alternatives should be considered:Factoring – This is the sale of your invoices, accountsreceivable, to a bank or finance company (the “Factor”), asopposed to using them as borrowing collateral. The Factor willadvance a percentage, usually between 75% and 90%, of theinvoice amount to the customer; the balance is refundableupon receipt of payment, less interest and transaction costs.Some Factors may also provide weekly or mid-month, fundingof unbilled accounts receivable, mobilization financing fornew contracts, and/or “term loans” for multi-year contracts.The Factor will, through the Federal Assignment of Claimsprovisions, notify the Federal Government agency customerthat the invoice has been financed and is payable directly tothem. There are several advantages to factoring; much of theA/R bookkeeping, customer credit worthiness, collections, andcredit risk become a shared responsibility with the Factor, andthe initial approval process can usually be a matter of days.In addition, because the primary credit criteria is based onyour government customer, the federal, state, or municipality,a Factor will generally provide financing for start-ups, 8a,minority, service disabled veteran, woman, Native Americanowned contractors, or other companies that may have aquestionable credit history. Although sometimes more costly,it is a viable alternative to traditional bank financing because ofits increased flexibility. In addition, many Factors will provide a“financial support” letter, submitted with the proposal, to the16 Minority Enterprise Advocate • November-December 2010

Government agency insuring that theirinstitution’s financial strength is behindthe client.Contract Financing/PurchaseOrder Financing - You may be able tonegotiate financing based upon yourFederal Government customer PurchaseOrder(s). Some lenders provide PurchaseOrder financing based upon the creditworthiness of your customer (in thiscase the US Federal Government). POfinancing is easiest when your productsor services are well established. Ifyour products are new, services arenon-standard and/or unproven, POfinancing is more difficult to obtain. Theeffectiveness of contract/PO financing ina prerevenue ramp up situation will bedetermined by how soon your companycan invoice the customer.Commercial Financing-Asset BasedLending - This is a common type offinancing provided by most banks andcommercial financial companies. Theprimary asset used in this type of lendingis your company’s accounts receivable,although inventory, fixed assets, and insome instances, intellectual properties maybe used to collateralize additional long termfinancing requirements. With asset basedlending your, as well as your customers’credit worthiness will determine thepercentage of the receivables that willbe advanced, usually between 75% and90%. Inventory and fixed assets advancerates are most often significantly lowerbecause these are less liquid assets. Thisfinancing is almost always provided on arevolving or an on-going basis, thus theterm “revolving credit.”Leasing and/or Sale and Leaseback -These financing alternatives can be usedto generate capital from fixed assets thatare to be obtained or currently ownedby your company, such as computers,equipment, furniture and fixtures,vehicles, and real estate. Banks, financingcompanies, dealers, and manufacturersprovide these more specialized services.Your company’s credit standing andthe quality of the assets involved willdetermine the amount of cash that canbe raised and the terms under which it isprovided. The specifics of the agreementwill determine if these leases have tobe reported on your company’s balancesheet or if they can be treated as “offbalance sheet” items.SBA Loan – The SBA offers numerousloan programs to assist small businesses.It is important to note, however, that theSBA is primarily a guarantor of loansmade by private and other institutions.The Basic 7(a) Loan Guaranty serves asthe SBA’s primary business loan programto help qualified small businesses obtainfinancing when they might not be eligiblefor business loans through normallending channels. It is also the agency’smost flexible business loan program,since financing under this program canbe guaranteed for a variety of generalbusiness purposes. Loan proceeds can beused for most sound business purposesincluding working capital, machinery andequipment, furniture and fixtures, land andbuilding (including purchase, renovationand new construction), leaseholdimprovements, and debt refinancing(under special conditions). Loan maturityis up to 10 years for working capital andgenerally up to 25 years for fixed assets.http://www.sba.gov/financing/sbaloan/snapshot.html.SBIR and Grants: SBIR (Small BusinessInnovation Research) is a federalgovernment program administered by 10federal agencies for the purpose of helpingto provide earlystage Research andDevelopment funding to small technologycompanies (or individual entrepreneurswho form a company). Solicitations arereleased periodically from each of theagencies and present technical topicsof R&D, which the agency is interestedin funding. Companies are invited tocompete for funding by submittingproposals answering the technical topicneeds of the agency’s solicitation. Eachagency has various needs and flavors ofthe SBIR program and you can learn moreabout them by visiting their sites. Here arethe addresses for the SBA, DOD, and NIH:http://www.sba.gov/sbir/, http://www.acq.osd.mil/sadbu/sbir/, http://grants.nih.gov/grants/funding/sbir.htm.None of the alternatives mentionedabove are mutually exclusive. In manycases, combinations can be veryeffective. However, there are significantlegal and operational differences in thesefinancing arrangements. The terms ofsome borrowing agreements may limityour ability to take on additional debt andthey should be entered into only as partof a coherent financing strategy. Do notbe alarmed when the lender asks for yourpersonal guaranty. Personal guaranteesare virtually standard for all but the mostcredit worthy and/or public companies.For questions or additional information,please do not hesitate to contactRichard Lewis, Financial engineeringCounselor, LTD at 703.992.8988, emailrichard@fecltd.net, www.fecltd.net. nThe Most Famous,Best Kept Secret inFederal ContractingYour source for Federal Set-AsideContracting News since 1992.www.setasidealert.comBusiness Research Services, Inc.TEL 800.845.8420 FAX 301.229.6133

Minority Enterprise Advocate • November-December 201019

Minority EntErprisE AdvocAtE • January / February 2009Planning: While the need for planning❒ Credit Card Paymentis understood by most astute business A National Business MagazineMEApersons, doing business internationally for Minority EntrepreneursName __________________________________________________________mea.may.june.04.qxd 7/26/04 1:21 PM Page 13Company _______________________________________________________takes an additional amount of effort.Yes. Send me a subscription Street to MEA __________________________________________________________MagazineUnless you are well travelled, thereCity ___________________________________________________________are small important details thatMEAyou ❒ 1 year (6 issues) $24.95 State ______________________ Zip ____________ Country _____________may overlook. Make no mistake ❒ 2 years (12 issues) $49.90E-mail address ___________________________________________________Minority Enterprise Advocate❒ 3 years (18 issues) $74.85Credit Card ❒ MasterCard ❒ Visa ❒ American Expressthough; small oversights can have aNumber ________________________________________________________huge impact when working globally. Minority ❒ Please Enterprise Bill A MeNational Advocate Business Magazine for Minority EntrepreneursExpiration Date __________________________________________________When planning, you must consider the ❒ Credit Card PaymentSmall Business and the Government Bailout:Canadian ord e rs add $16 US per issue for postage. All other fo reign subscri ptions add $32 US per year for posta g e .What is Needed?weather, the time zone(s), A National the season, Business MagazinePlease allow 4-6 we e ks for delive ry of your fi rst issue.the currency, the local for electric Minority voltage, EntrepreneursName __________________________________________________________Company _______________________________________________________days (not dates) for air travel, local MEAJanuary/February 2009MEA USA $3.95 CAN $5.25Minority Enterprise AdvocateYes. Send me a subscription Street to MEA __________________________________________________________MagazineMinority Enterprise Advocat etransportation (it can literally take four City ___________________________________________________________A publication of the Minority Business & Professionals Network, Inc.hours to go ten miles ❒ 1 by year car, (6 issues) in Lagos). $24.95 State ______________________ Zip ____________ Country _____________❒ 2 years (12 issues) $49.90 E-mail address ___________________________________________________Good planning will ❒ 3 years definitely (18 issues) $74.85 yieldFax Subscription Form to: MEA (703) 768-7034Credit Card ❒ MasterCard ❒ Visa ❒ American ExpressStill Moving Mountainsand Re-routing Riversgreater satisfaction and potential Number for ________________________________________________________❒ Please Bill MeMEA Magazine, 6911 Richmond Highway, Suite 302, Alexandria, VA 22306 - Jay Challa, President, ACE Info Solutions1Expiration Date __________________________________________________accomplishing your ❒goals.Credit Card PaymentCanadian ord e rs add $16 US per issue for postage. All other fo reign subscri ptions add $32 US per year for posta g e .Protocol: This one is huge! All the charm Yes, Please Send allow 4-6 we e ks for me delive ry of a your subscription fi rst issue. to MEA MagazineName __________________________________________________________ MINORITY ENTERPRISE ADVOCATE • MAY/JUNE 2004 13and money in the world Company cannot _______________________________________________________get youStreet __________________________________________________________out of a religious faux pas. Is the countryMEAMinority Enterprise Advocat eCity ___________________________________________________________ o 1 year (6 issues) $24.95 o Please Bill Meor your partner Muslim State ______________________ or Christian? 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Expiration You Date __________________________________________________must learn MEA Magazine, 6911 Richmond Highway, Suite 302, Alexandria, VA 22306both the religious customs Canadian ord e rs add $16 US per and issue for postage. social All other fo reign subscri ptions add $32 US per year for posta g e .Please allow 4-6 we e ks for delive ry of your fi rst issue.practices of the countries or regions Name_______________________________________________________________MINORITY ENTERPRISE ADVOCATE • MAY/JUNE 2004 13where you plan to do business. MEADo youMinority Enterprise Advocat espeak first? Who walks into a room first?A publication of the Minority Business & ProfessionalsWhat is an appropriate gift or invitation? Company____________________________________________________________Network, Inc.When greeting a host do Fax Subscription you kiss, Form bow, to: MEA (703) 768-7034or shake hands? It MATTERS! LearnMEA Magazine, 6911 Richmond Highway, Suite 302, Street_______________________________________________________________Alexandria, VA 22306the rules and play by them. You will winover your clients, customers, partners,MINORITY ENTERPRISE ADVOCATE • MAY/JUNE 2004 13and/or employees.City________________________________________________________________Persistence: Of all the things that havechanged in Africa, speed of action ordecision making is not necessarily one.Please plan to make the acquaintancesof family members, friends, otherassociates, more than once beforebusiness matters are even initiated.Please plan to make several trips todiscuss, view, demonstrate, or whateverelse it takes to please your target. Here,business is as much about relationshipsas it is about profits. You will have toestablish favorable and comfortableones. The good news is that in Africa, adelay is certainly no indication of a denial.If your gut and your due diligence sayso – stay the course. Your new or nextinternational business alliance is waiting.Angela Chester-Johnson is an internationaltrade and business development expert;with a focus on Africa. She currentlyserves as Vice President for Protocol andStrategic Partnerships for the Leon HSullivan Foundation. She can be reachedat aglo1001@gmail.com.nMEAMinority Enterprise Advocate❒ 2 years (12 issues) $49.90❒ 3 years (18 issues) $74.85❒ Please Bill MeState______________ Zip________________________Country_______________E-mail address________________________________________________________Credit Card o MasterCard o Visa o Discover o American ExpressCard Number________________________________________________________Expiration Date_______________________________________________________Canadian orders add $16 US per issue for postage. All other foreign subscriptions add$32 US per year for postage. Please all 4-6 weeks for delivery of your first issue.MEAMinority Enterprise AdvocateA publication of the Minority Enterprise Executive Council.Fax Subscription Form to MEA (703) 730-4092MEA Magazine, P.O. Box 5199, Woodbridge, VA 22194

22 Minority Enterprise Advocate • November-December 2010

New problems with communication is 1 of the 10 warning.signs of Alzheimer’s disease.Recognizing the symptoms is the first step toward doing something about it. For moreinformation, and to learn what.you can do now, go to alz.org/10signs or call 877-IS IT ALZ.©2010 Alzheimer’s Association. All Rights Reserved.

When Did We StopFollowing the Rules?by Gary A. SmithGary A.Smith, Sr. Partner,Ivy Planning GroupAs I was driving to work the other day it suddenly occurredto me that we’ve become a society that doesn’t believe infollowing the rules. We don’t yield when the sign says toyield; we barely stop when we encounter that big red stopsign; and signaling a turn is definitely optional. Of course,the only way this can work is if everyone else really doesfollow the rules. Rolling through the stop sign really isn’t allthat dangerous if everyone else always stops. But if no onestops, then you’ve got a big problem.As I began to think about how we all break the rules, I startedto wonder if we break or disregard the rules because wesimply don’t believe that they should apply to us, or simplybecause we don’t even know what the rules are anymore?What if drivers confronted with a yield sign on the beltwayactually believe that they are supposed to drive as fast asthey can and force their cars into the smallest of possiblespaces rather than simply pause or even stop until they cansafely merge into traffic? Now before you tell me I need tolet this driving analogy go, let me remind you that it’s notjust the rules of the road we ignore. I think it is beginning toapply to every aspect of our lives.When did we change elevator etiquette so that instead ofwaiting for people to get off the elevator before we get on,we now just let whoever is in the biggest hurry go first?When did waiting your turn in line become passé? I love howpeople use the phrase, “I just have a question,” to justifygetting in front of a line of people waiting to do something(other than ask a question I guess!!!). Then there’s theperception that telling a plane load of passengers to turnoff their electronic devices is merely a suggestion (no Idon’t agree with the rule either, but that’s beside the point).”After all,” the thinking apparently goes, “I’m the only onedoing something really important and I have no idea whatthe rest of you are doing, so I’m going to keep mine on todo this ‘one last thing.’”On our jobs, in our homes, schools, businesses, and dailyactivities, we all seem to be looking for the work-around,the exception, how the uniqueness of our circumstancejustifies why the rule doesn’t really apply to us. It’s as ifthe rules are for other people, for someone else to follow.We’ve begun to cross the line so many times a day, in somany situations, that I think we honestly don’t even knowwhere the line is anymore. It has blurred into a vagueboundary that really doesn’t apply to us. We know it’s outthere somewhere and, in a pinch, if we had to, we know wecould find it somehow, but we’ve simply stopped looking.We’ve lost our way and the generation that will follow ushas been paying close attention. They’ve watched us andadopted this “new normal” for themselves.Our businesses suffer too. As entrepreneurs we areoften held to a different standard. One that, I have oftencommented, may not even be fair. But the rules AREthe rules. Yet in our new “disregard the rules” society,how often do we cite how a big company is allowed tocircumvent a rule to justify our not having to follow itas well? But isn’t that beside the point? Does it reallymatter who gets away with disregarding it if a rule ismeant to be followed? We’re not supposed to decidewhen to stop at the stop sign. We’re supposed to juststop…every time, no matter what. The funny thing isthat adhering to the rules is actually easier. It makes lifesimpler and more predictable.So as an experiment, I want you to write down every ruleyou break for the next week. Let’s just call it our Top 10.If you get stuck at three just ask someone that knowsyou well and I’m sure they’ll help you out. Pay attentionto when you break them, why you break them, and whatadvantage or consequence makes doing so beneficial orrisky. We’ll share them in a future column and see whatthey reveal about us and the slippery slope we’re on.As a society and as entrepreneurs, this need to adhere tothe rules is only going to matter more as we go forward.We’ve entered a period of confusion over the rules at thelow end to near lawlessness at the extreme that I believe24 Minority Enterprise Advocate • November-December 2010

is going to produce a need to swingthe pendulum back the other way. Therules that people are willing to adhereto, the established conventionsthat people follow to govern theirinteractions, define a society. And aswe operate in a global society and aglobal marketplace, the boundariesand rules will only become moredifficult to understand. We see thattoday in the way deals are negotiated,joint ventures are established, andconcepts such as the rule of law orintellectual property are constantlybeing tested.The one thing I know for sure is makingit up as we go won’t work. Deciding“right of way” in the middle of theintersection is never a good idea.Gary A. Smith is Founder and SeniorPartner of Ivy Planning Group LLC.Ivy Planning Group (IVY) is a fullservice management consulting andtraining firm. Established in 1990,IVY took its core business consultingskills in strategy development, changemanagement, leadership developmentand performance measurement anddeployed them through a diversitylens. IVY helps leverage difference as aworkforce, workplace and marketplaceopportunity. Gary Smith can be reachedat GSmith@ivygroupllc.com. nw w w.alfonzoport e r.com 301-636-4321Minority Enterprise Advocate • November-December 201025

HeadquartersBranch Office3502 SCOTTS LANE 8650 MINNIE BROWN ROADSuites 1101-1102 Suites 205-206HeadquartersPHILADELPHIA, PA 19129BranchMONTGOMERY,OfficeAL 361173502(215)SCOTTS849-3215LANE 8650(334)MINNIE215-4516BROWN ROADHeadquartersBranch Office Headquarters HeadquartersSuites 1101-1102 Branch Branch Office Suites Office 205-2063502 SCOTTS LANE 8650 MINNIE BROWN 3502 SCOTTS 3502 ROADHeadquartersLANE 8650 MINNIEBranchBROWNOfficePHILADELPHIA, SCOTTS LANE PA 19129 8650 MONTGOMERY, MINNIE BROWN ROAD ALROAD36117Suites 1101-1102 Suites 205-206 Suites Suites 1101-11023502 1101-1102 SCOTTS LANESuites Suites 205-2068650 205-206 MINNIE BROWN ROAD(215) 849-3215Headquarters(334)Branch215-4516OfficeHeaPHILADELPHIA, PA 19129 MONTGOMERY, PHILADELPHIA, AL 36117 PHILADELPHIA, Suites 3502 PA1101-1102 SCOTTS 19129 PA 19129 LANE MONTGOMERY, Suites 8650205-206AL MINNIE 36117 AL 36117 BROWN ROAD350(215) 849-3215 (334) 215-4516 (215) (215) 849-3215PHILADELPHIA, 849-3215 Suites 1101-1102 PA 19129(334) (334) 215-4516MONTGOMERY, 215-4516 Suites 205-206AL 36117(215) PHILADELPHIA, 849-3215 PA 19129 (334) MONTGOMERY, 215-4516 AL 36117 Suit(215) 849-3215 (334) 215-4516“Courtesy, Care and Commitment to Excellence”PHI(215“Courtesy, Care and Commitment to Excellence”servicesCommitment“Courtesy, to Excellence” “Courtesy,including:Care Care and and Commitment to to Excellence”“Courtesy, Care and Commitment to Excellence”“Courtesy, Care and Commitment to Excellence”Versie is the company that cares. We offer a wide variety of specializedares. WeVersie offer services Versie aiswide theincluding:Office iscompany variety company Furniture of that specialized that cares. cares. We offer We offer a wide a wide variety variety Design of specialized of and specialized Layoutservices services Versie is the company that cares. We offer a wide variety of specializedincluding:servicesVersiePre-owned including:including:is the companyFurniturethat cares. We offera wideProjectvarietyManagementof specialized services Office Medical Furniture including: Supplies and Design Computers and Layout and IT service Office Design Office Furniture Furniture and Layout Design Design and and Layout Layout Pre-ownedEquipment Pre-owned ProjectOfficeFurniture ManagementFurnitureFurniture Project OfficeManagementProducts Pre-owned Furniture Medical Office Medical Computers Medical Pre-owned Supplies FurnitureSupplies Supplies and Furniture and8(a) Certified, ITandservice SDB, Minority Woman-Owned Computers and BusinessEquipment Pre-owned FurnitureIT serviceEquipment Office Equipment MedicalProductsSupplies GSA PACKAGED and OFFICE CONTRACT Office Office Office Project#GS-28F-0028WProductsComputers ProductsProducts Managementand IT service Medical Supplies and Computers and IT serviceEquipment Office ProductsEquipment 8(a)DB, Minority Woman-Owned 8(a) Business Certified,8(a) Certified, Certified, SDB,SDB,SDB, MinorityMinority Woman-OwnedWoman-Owned Woman-OwnedBusinessBusiness BusinessGSAD OFFICE CONTRACT #GS-28F-0028W GSA PACKAGEDGSAPACKAGED 8(a) OFFICECertified, OFFICE SDB, www.vtosi.comCONTRACT Minority CONTRACTWoman-Owned #GS-28F-0028W#GS-28F-0028WBusiness8(a) Certified, SDB, Minority Woman-Owned BusinessGSA PACKAGED OFFICE CONTRACT #GS-28F-0028Wwww.vtosi.comVersie is the company that cares. We offer a wide variety of specialized“Courtesy, Care and CommitmeVersie Project Project isDesign theManagementcompany and Layoutthat cares. We offservices Computers Design and Project including: ManagementLayout IT serviceand IT serviceJoin the Winning Team!MEA Magazine is looking for writers, editors,business development and sales account executives. Office Furniture ProductsPre-owned FurnitureMedical Supplies andEquipmentGSA PACKAGED OFFICE CONTRACT #GS-28F-0028Wwww.vtosi.comwww.vtosi.comwww.vtosi.comwww.vtosi.com8(a) Certified, SDB, Minority WGSA PACKAGED OFFICE CONTCall (703) 730-4091or fax your resuméto (703) 730-4092www.vtos26 Minority Enterprise Advocate • November-December 2010

Woman-OwnedCompaniesScore Big Winby Gary ShumakerGary Shumaker, President, Gary E. Shumaker, Inc.For some sixteen years, federal agencies have long hadgoals for spending a portion of their contracting dollars withwoman-owned companies, but they’ve had no tools to useto achieve that goal. Unlike other programs such as the 8(a)business development program, the HUBZone program oreven the Service-Disabled Veteran-Owned program, therewere no set-aside contracts for women.Finally, the Small Business Administration has announceda plan that gives contracting officers the authority toidentify contacting opportunities to be set aside forwoman-owned companies.The new rules that will go into effect on February 4, 2011will allow set asides for companies owned by disadvantagedwomen in industries where women are “underrepresented”in federal contracting. In industries where women are“substantially underrepresented,” set asides will be open toall woman-owned businesses.The determination of which industries women are“underrepresented” and which they are “substantiallyunderrepresented” in will be based on the NorthAmerican Industry Classification System (NAICS) thatdescribes the work.Set asides for woman-owned companies will be limitedto contracts with total values of $3 million and $5 million,following the same rules as other set aside programs.If you’re a woman business owner and you’re taking togovernment contracting officers, be sure to include this newprogram. Spread the word!_______________________________________NAICS codes in which WOSBs are “underrepresented” are:· 2213 –– Water, Sewage and Othersystems.· 2361 –– Residential BuildingConstruction.· 2371 –– Utility System Construction.· 2381 –– Foundation, Structure, andBuilding Exterior Contractors.· 2382 –– Building EquipmentContractors.· 2383 –– Building Finishing Contractors.· 2389 –– Other Specialty TradeContractors.· 3149 –– Other Textile Product Mills.· 3159 –– Apparel Accessories andOther Apparel Manufacturing.· 3219 –– Other Wood ProductManufacturing.· 3222 –– Converted Paper ProductManufacturing.· 3321 –– Forging and Stamping.· 3323 –– Architectural and StructuralMetals Manufacturing.· 3324 –– Boiler, Tank, and ShippingContainer Manufacturing.· 3333 –– Commercial and ServiceIndustry Machinery Manufacturing.· 3342 –– Communications EquipmentManufacturing.· 3345 –– Navigational, Measuring,Electromedical, and ControlInstruments Manufacturing.· 3346 –– Manufacturing and ReproducingMagnetic and Optical Media.· 3353 –– Electrical EquipmentManufacturing.· 3359 –– Other Electrical Equipmentand Component Manufacturing.· 3369 –– Other TransportationEquipment Manufacturing.· 4842 –– Specialized Freight Trucking.Minority Enterprise Advocate • November-December 2010· 4881 –– Support Activities for AirTransportation.· 4884 –– Support Activities for RoadTransportation.· 4885 –– Freight TransportationArrangement.· 5121 –– Motion Picture and VideoIndustries.· 5311 –– Lessors of Real Estate.· 5413 –– Architectural, Engineering,and Related Services.· 5414 –– Specialized Design Services.· 5415 –– Computer Systems Designand Related Services.· 5416 –– Management, Scientific, andTechnical Consulting Services.· 5419 –– Other Professional,Scientific, and Technical Services.· 5611 –– Office Administrative Services.· 5612 –– Facilities Support Services.27

· 5614 –– Business Support Services.· 5616 –– Investigation and SecurityServices.· 5617 –– Services to Buildings andDwellings.· 6116 –– Other Schools and Instruction.· 6214 –– Outpatient Care Centers.· 6219 –– Other Ambulatory HealthCare Services.· 7115 –– Independent Artists, Writers,and Performers.· 7223 –– Special Food Services.· 8111 –– Automotive Repair andMaintenance.· 8113 –– Commercial and IndustrialMachinery and Equipment (exceptAutomotive and Electronic) Repairand Maintenance.· 8114 –– Personal and HouseholdGoods Repair and Maintenance._______________________________________The NAICS codes in which WOSBs are “substantially underrepresented” are:· 2372 –– Land Subdivision.· 3152 –– Cut and Sew ApparelManufacturing.· 3231 –– Printing and Related SupportActivities.· 3259 –– Other Chemical Product andPreparation Manufacturing.· 3328 –– Coating, Engraving, HeatTreating, and Allied Activities.· 3329 –– Other Fabricated MetalProduct Manufacturing.· 3371 –– Household and InstitutionalFurniture and Kitchen CabinetManufacturing.· 3372 –– Office Furniture (includingFixtures) Manufacturing.· 3391 –– Medical Equipment andSupplies Manufacturing.· 4841 –– General Freight Trucking.· 4889 –– Other Support Activities forTransportation.· 4931 –– Warehousing and Storage.· 5111 –– Newspaper, Periodical, Book,and Directory Publishers.· 5112 –– Software Publishers.· 5171 –– Wired TelecommunicationsCarriers.· 5172 –– WirelessTelecommunications Carriers (exceptSatellite).· 5179 –– Other Telecommunications.· 5182 –– Data Processing, Hosting,and Related Services.· 5191 –– Other Information Services.· 5312 –– Offices of Real EstateAgents and Brokers.· 5324 –– Commercial and IndustrialMachinery and Equipment Rental andLeasing.· 5411 –– Legal Services.· 5412 –– Accounting, Tax Preparation,Bookkeeping, and Payroll Services.· 5417 –– Scientific Research andDevelopment Services.· 5418 –– Advertising, Public Relations,and Related Services.· 5615 –– Travel Arrangement andReservation Services.· 5619 –– Other Support Services.· 5621 –– Waste Collection.· 5622 –– Waste Treatment and Disposal.· 6114 –– Business Schools andComputer and Management Training.· 6115 –– Technical and Trade Schools.· 6117 –– Educational Support Services.· 6242 –– Community Food andHousing, and Emergency and OtherRelief Services.· 6243 –– Vocational RehabilitationServices.· 7211 –– Traveler Accommodation.· 8112 –– Electronic and PrecisionEquipment Repair and Maintenance.· 8129 –– Other Personal Services.· 8139 –– Business, Professional,Labor, Political, and SimilarOrganizations.Gary E. Shumaker is the founder andsenior consultant for Gary E. Shumaker,Inc. a strategic business developmentpractice specializing in helping smallcompanies develop the intellectualinfrastructure to succeed in the Federalmarketplace. For more information visitwww.garyeshumaker.com. n28 Minority Enterprise Advocate • November-December 2010

Alzheimer's disease costs Americansmore than si170 billion annually.But the real loss is impossible to measure.Currently, more than 5 million Americans have Alzheimer’s. This disease is so cruel and devastating, it couldcripple Medicare and impact every one of us. Think of all the special moments that could be taken from you.Now is the time toTake action at alz.org.©2010 Alzheimer’s Association. All Rights Reserved.

Directors (OSDBU)Office of Small andDisadvantagedBusiness UtilizationAgriculture DepartmentQuinton N. RobinsonDirector, OSDBU1400 Independence Ave, SWAG STOP 9501, Room 1085-SouthWashington, DC 20250-9501Telephone: (202) 720-7117Fax: (202) 720-3001Defense DepartmentLinda OliverActing Director, OSDBU201 12th Street, SouthSuite 406Arlington, VA 22202Telephone: (703) 604-0157Fax: (703) 604-0025Quinton.robinson@usda.govAir Force DepartmentRon PoussardDirector, OSDBU1060 Air Force Pentagon, Room 5E271Washington, DC 20330-1000Telephone: (703) 696-1103Fax: (703) 696-1170www.selltoairforce.orgRonald.Poussard@pentagon.af.milEducation DepartmentKristi Wilson HillDirector, OSDBU550 12th Street SWRoom 7049Washington, DC 20202Telephone: (202) 245-6300Fax: (202) 245-6304Kristi.Wilson@ed.govArmy DepartmentTracey L. PinsonDirector, OSDBU106 Army PentagonRoom 3B514Washington, DC 20310-0106Telephone: (703) 697-2868Fax: (703) 693-3898www.sellingtoarmy.infoEnergy DepartmentJoe GarciaDirector, OSDBU1000 Independence Ave. SWRoom 5B-110Washington, DC 20585Telephone: (202) 586-8383Fax: (202) 586-3075www.smallbusiness.doe.govjoe.garcia@hq.doe.govCommerce DepartmentLaJuene DesmukesDirector, OSDBU14th & Constitution Ave, NWRoom H-6411Washington, DC 20230Telephone: (202) 482-1472Fax: (202) 482-0501www.commerce.gov/osdbuLdesmukes@doc.govHealth and Human ServicesDebbie RidgelyDirector, OSDBU200 Independence Ave, SWRoom 517-DWashington, DC. 20201Telephone: (202) 690-7300Fax: (202) 260-4872www.hhs.gov/osdbuDebbie.Ridgely@hhs.govHousing and Urban DevelopmentSharman LancefieldDirector, OSDBU451 7th Street, Room 3130Washington, DC 20410-1000Telephone: (202) 708-1428Fax: (202) 708-7642www.hud.gov/smallbusinesssharman.r.lancefield@hud.govNavy DepartmentSean CreanDirector, OSDBU720 Kennon Street, SE, Building 36Washington Navy YardWashington, DC 20374-5015Telephone: (202) 685-6490Fax: (202) 685-6865sean.crean@navy.milInterior DepartmentInterior DepartmentMark OliverDirector, OSDBU1849 C Street, NW, Mail Stop 2252MIBWashington, DC 20240Telephone: (202) 208-3493Fax: (202) 208-7444Mark_oliver@ios.doi.govState DepartmentShapleigh C. DriskoDirector, OSDBURoom L500 (SA-6)Washington, DC 20522-0602Telephone: (703) 875-6822Fax: (703) 875-6825driskosc@state.gov30 Minority Enterprise Advocate • November-December 2010

Justice DepartmentDavid SuttonDirector, OSDBU1331 Pennsylvania Ave, NW #1010Washington, DC 20530Telephone: (202) 616-0521Fax: (202) 616-1717David.Sutton@usdoj.govTransportation DepartmentBrandon NealDirector, OSDBU400 4th Street, SW, Room 9414Washington, DC 20590Telephone: (202) 366-1930Fax: (202) 366-7228Labor DepartmentSonya CarrionDirector, OSDBU200 Constitution Ave, NW, Rm.N-6432Washington, DC 20210Telephone: (202) 693-7297Fax: (202) 693-6485www.dol.gov/dol.business.htmosdbu@dol.govTreasury DepartmentTeresa LewisDirector, OSDBU1500 Pennsylvania Ave. NWAttn: 655 15th Street, Room 6097Washington, DC 20220Telephone: (202) 622-2826Fax: (202) 622-4963teresa.lewis@do.treas.govDepartment of Veterans AffairsTim ForemanExecutive Director, OSDBU801 I Street, NW, Mail Stop 00SBWashington, DC 20420Telephone: (202) 461-4386Fax: (202) 565-8156tim.foreman@va.govEnvironmental Protection AgencyJeanette L. BrownDirector, OSDBU1200 Pennsylvania Ave. NW, MC 1230TWashington, DC 20460Telephone: (202) 566-2075Fax: (202) 566-0266Brown.JeanetteL@epa.govDefense Logistics AgencyPeg MeehanDirector, OSDBU8725 John J. Kingman RdDB Room 1127Ft. Belvoir, VA 22060Telephone: (703) 767-0192Fax: (703) 767-1670Peg.meehan@dla.milExecutive Office of the PresidentAlthea KireilisContract Specialist/Small Business725 17 th Street, NW,Room 504Washington, DC. 20460Telephone: (202) 395-7669Fax: (202) 395-3982akireilis@oa.eop.govAgency for InternationalDevelopmentMauricio VeraDirector, OSDBU1300 Pennsylvania Ave. NWRoom 7.8E RRBWashington, DC 20523-7800Telephone: (202) 712-1500Fax: (202) 216-3056mvera@usaid.govTransportation SecurityAdministrationAnthony BellActing DirectorTSA HQ-West Bldg; 4 th FloorTSA-25601 South 12 th StreetArlington, VA. 22202Telephone: (571) 227-2070Fax: (571) 227-2911Anthony.Bell@dhs.govHomeland Security DepartmentKevin BoshearsDirector, OSDBU7 th & D Street, SW, Room 3514Washington, DC 20528Telephone: (202) 447-5279Fax: (202) 447-5552Kevin.Boshears@dhs.govDefense Information SystemsAgencyAnthony JacksonActing Director, OSDBU701 S. Courthouse Rd, D04Room 1108BTelephone: (703) 607-6436Fax (703) 607-4173disasmallbusinessoffice@disa.milNuclear Regulatory CommissionCorenthis KelleyDirector, OSDBUOffice of Small Business and CivilRights11545 Rockville Pike, MS T2F18Rockville, MD 20852Telephone: (301) 415-7380Fax: (301) 415-5953CBK@nrc.govGeneral Services AdministrationJiyoung C. ParkAssociate Administrator, OSDBU1800 F Street, NW RM. 6029Washington, DC 20405Telephone : (202) 501-0864Fax: (202) 501-1021jiyoung.park@gsa.govU.S Postal ServiceJanice Williams HopkinsManager, Supplier DiversityDepartment of U.S. Postal Service475 L’Enfant Plaza SW., Rm. 4430Washington, DC 20260-6204Telephone: (202) 268-4633Fax: (202) 268-4012www.usps.gov/businessSurface Transportation BroadDon HirstDirector, OSDBU1201 Constitution Avenue, NWWashington, DC 20423Telephone: (202) 565-1700Fax: (202) 927-5158HirstD@stb.dot.govNational Science FoundationDr. Donald SenichDirector, OSDBU4201 Wilson Boulevard, Room 527Arlington, VA 22230Telephone: (703) 292-7082Fax: (703) 292-9055www.nsf.govdsenich@nsf.gov

NASAGlenn DelgadoAssistant Administrator, OSDBU300 E Street, SW, Room 9K70, Code KWashington, DC 20546Telephone: (202) 358-2088Fax: (202) 358-3261www.osdbu.nasa.govGlenn.A.Delgado@nasa.govU.S Information AgencyGeorgia HubertDirector, OSDBU301 4 th Street, SW., Rm. M-27, 20547Washington, DC 20457Telephone: (202) 205-9662Fax: (202) 401-2410Smithsonian InstituteEra MarshallDirector, OEEMA600 Maryland Avenue, Suite 2091Washington, DC 20560Telephone: (202) 633-6430Fax: (202) 633-6427Rudy D. WatleySupplier Diversity Programs Managersdphelp@si.eduIndian Health ServicesNelia Holder12300 Twinbrook Parkway, Suite 450ARockville, MD 20852Telephone: (301) 442-1480Fax: (301) 480-0682nholder@his.govFederal Trade CommissionEric VottChief ProcurementCommission6 th & Pennsylvania Ave, NWRm. H-700Washington, DC 20580Telephone: (202) 326-2259Fax: (202) 326-2050Office of Federal Procurement PolicyMichael GerichDeputy Associate AdministratorNew Executive Office Building725 17 th Street, NW., Rm. 9013Washington, DC 20503Telephone: (202) 395-6811Fax: (202) 395-5105mgerich@omb.eop.govProcurement Tech Assistance CenterJames D. ReganDirector, OSDBUGeorge Mason University4031 University Drive, Suite 200Fairfax, VA 22030Telephone: (703) 277-7700Fax: (703) 352-8195Jregan@gmu.eduwww.gmu.edu/gmu/PTAPMinority Business DevelopmentAgencyDavid HinsonDirector14th & Constitution Ave, NW. Rm 5055Washington, DC 20230Telephone: (202) 482-5061Fax: (202) 501-4698Social Security AdministrationWayne McDonaldDirector7111 Security Blvd.Baltimore, MD 21244Telephone: (410) 965-7467Fax: (410) 965-2965wayne.mcdonald@ssa.govCorporation for National andCommunity ServiceRitchie VinsonDirectorOffice of Procurement Services1201 New York Avneue, NWRoom 8409Washington, D.C. 20525Telephone: (202) 606-6988Fax: (202) 606-3488Export-Import Bank of the U.S.Mark PitraManager, Contracts and Acquisitions811 Vermont Avenue, NW, Room 1023Washington, DC 20571Telephone: (202) 565-3338Fax: (202) 565-3528Federal Deposit InsuranceCorporationRobert ElcanChief, Minority & Women Outreach3501 Fairfax Drive, Room E2014Arlington, VA 22226Telephone: (703) 562-6070Fax: (703) 562-6069Belcan@fdic.govVA Center for Veterans EnterpriseGail L. WegnerDeputy DirectorCVE, 810 Vermont Avenue, NWMail Stop 00VEWashington, DC 20420Telephone: (202) 303-3260Fax: (202) 254-0238Defense Contract ManagementAgencyKevin LoeschDirectorTelephone: (732) 866-2768Kevin.loesch@dcma.milDepartment of Defense EducationActivityStephanie WaldropDirector4040 N. Fairfax DriveArlington, VA 22203Telephone: (703) 588-3625Minority Business DevelopmentAgencyAnita Cooke WellsChiefOffice of Business Development14th & Constitution Ave., NW.Washington, DC 20230Telephone: (202) 482-3238awells@mbda.govOffice of Personnel Management(OPM)George LeiningerDirector1900 E Street, NW, Room 1330DWashington, DC 20415Telephone: (202) 606-2083Fax: (202) 606-1464Defense Contract ManagementAgencyMark G. OlsonTelephone: (224) 625-8920Toll Free: (877) 662-3960Mark.olson@dcma.mil

IN PARTNERSHIP WITH THE SMALL BUSINESS COMMUNITYAt BAE Systems we recognize the vitalroles that minority, veteran, womenowned,and hubzone small businessesplay in the creation of new jobs and thesignificant contributions they make to theeconomy.As a leading defense, security andaerospace company, we support our smallbusiness partners to meet our mutualgoals and mission objectives.We are committed to our small businessprograms and welcome your interest.Minority Enterprise Advocate • November-December 2010www.baesystems.com33

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© 2009 Northrop Grumman CorporationBuilding Stronger Partnerships to meet the AdvancedTechnological Needs of the War Fighter.www.northropgrumman.comA key component to Northrop Grumman’s success is its diverse supply base. A diverse supply basecreates an environment of inclusion and promotes innovation and creativity. Ultimately, it reflectsand strengthens the communities we live and work in and makes the world a safer place.