Business Problem

With continued growth and increasing competition in the Federal sector, we have developed a dynamic business management consulting process, by collaborating with diverse business concerns, industry trade associations, academics institutions, and client executives; that not only addresses the question of

"What is the Industry standard of Best practices concerning the correct management consulting processes?'

Our process has yielded unmatched results for our clients. Below outlines Federal Government Expert's (FGE's) consulting process derived from our extensive research and experiences across the Federal Marketplace Enterprise.

Current State

The primary attribute most-often cited is knowledge – subject matter expertise – typically in an industry. Federal Contracting, Bid and Proposal Capture Management, or Emerging Military technologies, for example: An alternative primary attribute is a technical expertise. Strategy development, policy development, organizational design, process improvement, strategic alliance management, project management, change management, are several common examples.​ These two might intersect, describing "Sue" as ‘a strategy consultant in aerospace & defense.’ Then a series of secondary attributes common to ‘great management consultants’ are described; interpersonal skills, project management skills, analytical skills, management consulting skills, intelligence, and curiosity.

The Gap

  • Industry knowledge is mostly gathered through experience.

  • Technical expertise usually starts with training.

  • Interpersonal skills are inborn and learned.

  • Intelligence and curiosity are mostly nature but (some believe) can be nurtured.

  • Project management and analytical skills are either trained and/or learned on the job.

Then there are the core management consulting skills. By core we mean those activities every management consultant conducts on every project, and whose level of performance directly impacts the client’s outcomes. Our consultants are proven technical experts in their fields, each team member averages over 20 plus years of experience in their respective fields of expertise. We also have honed our skills, methods, and techniques for which clients find necessary to achieve their desired results. Unlike many other firms, we've noted that their consultants have prescribed approaches in which they are trained. However, in leveraging our processes, skills and unique approach we've developed comprehensive solution(s) that are 'Client' specific and situationally dependent based on Your objectives not our bottom line.

Supporting Evidence (other firms)

Were you trained on how to perform stakeholder interviews? Some consultants are trained how to manage the interview and the interviewee, but from our research, no one has been trained how to determine which parts of the input to write down, how to write it down, then how to select from that content those statements which should become the raw material for the balance of the project. Instead, each management consultant has their own style of note-taking and their own process for discerning which content to take forward.

Conclusions – the management consultant’s opinions for which the client waits with great eagerness (to playfully plagiarize Sir John Gielgud in “Arthur”). Who was trained on DOCA – gather Data, make Observations, draw Conclusions, suggest Actions – in a way that the advice doesn’t just sound right but is right?

The Case for Action - 80% of the consultants we speak to understand its necessity and can describe it, but only a few document it as an explicit step in their consulting process and can explain how they create it.

These are three of the 33 core skills identified that cumulatively determine the quality and outcomes of management consulting. FGE has reviewed each skill necessary for effective consultation and designed a dynamic consulting process to assist any company.


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