Government Contracting

The government doesn't hand out second chances.

When you're manufacturing specialty vehicles for Navy SEALS or developing run-flat technology for hostile territories, failure isn't a learning opportunity. It's a national security issue. The contracts are massive. The compliance requirements are biblical. The margin for error approaches zero.

And yet, government contractors fail all the time.

Not because the technology doesn't work. Not because the people aren't smart. They fail because the business model couldn't carry the weight of what the mission demanded.

Here's what kills government contractors: they optimize for winning bids instead of executing contracts. They build organizations that look perfect on paper and crumble under operational reality. They hire for credentials instead of capability. They confuse clearance levels with competence.

The Pentagon doesn't care about your org chart. They care whether the equipment shows up, works as promised, and keeps people alive.

We've sat in the command center when a defense manufacturer realized their custom vehicle program was bleeding cash faster than they could bill milestones. We've seen the spreadsheets that look pristine until you understand the company spent three years developing technology they'll never be able to scale. We've watched private equity money evaporate because nobody asked the simple question: can this actually be manufactured profitably?

Government contracting isn't just complex. It's capital-intensive, compliance-heavy, and completely unforgiving of management mistakes. Budget cuts happen. Contracts get delayed. Payment cycles stretch. Meanwhile, your burn rate doesn't care about appropriations committees.

The specialty vehicle manufacturer we helped didn't fail because they couldn't build remarkable products. They failed because inefficient manufacturing, management overspending, and unscalable technology ate the company from the inside. When government budget cuts came, there was no cushion. No flexibility. Just six separate insolvency filings.

We became the assignee. We assessed each entity. We maintained the intellectual property value while preserving security requirements. We assured completion of an $800,000 Navy payment for a specialty operations vehicle. We improved the salability of a 250,000 square foot manufacturing facility. We protected invaluable technical materials.

Then we sold the facility for $8.4 million. We auctioned the equipment for better than anticipated returns. We orchestrated competitive sales for assets and intellectual property across two separate companies. We even found a buyer for a massive custom-built piece of equipment that would have cost the estate $250,000 to abandon.

Government contractors operate in a world where precision matters more than speed, where compliance outlives innovation, and where the people making buying decisions care deeply about mission success.

You can't fake your way through that.

You need operational excellence that matches technical excellence. You need financial structures that can absorb government payment rhythms. You need management teams that understand the difference between research and production, between prototype and program.

When a government contractor catches fire, the implications extend beyond stakeholders. There are national security considerations. Classified materials. Ongoing programs that can't simply pause. Relationships with agencies that have long memories.

That's why we don't just restructure the balance sheet. We protect the mission capability. We preserve the intellectual property. We maintain the security protocols. We ensure that valuable defense technology doesn't simply vanish because a business model failed.

The government contracting sector includes specialty vehicle manufacturing, run-flat technology, optical grade transparent ceramics, and advanced materials production. These aren't industries where you iterate fast and break things. These are industries where you deliver exactly what you promised, on time, within spec, or you lose everything.

The contractors who survive aren't necessarily the ones with the most advanced technology. They're the ones who can marry technical capability with operational discipline. Who can navigate Byzantine procurement processes while maintaining manufacturing efficiency. Who can absorb contract delays without destroying cash flow.

The ones who fail often fail spectacularly. And quickly.

We help pick up the pieces. We salvage value where others see only liability. We find buyers for assets that most people don't know how to evaluate. We navigate the unique considerations that come with military technology, classified operations, and government relationships.

Because when the fire starts in government contracting, you can't just walk away. Too much depends on getting it right.

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