01 / ENGAGEMENT FOCUS
Market entry & customer priorities
Assess the capability against mission needs, identify relevant customer groups, and prioritize where to focus engagement.
Defense market entry & strategic advisory
Build your next
defense growth engine.
Your technology is ready for a bigger market. Put senior military insight, federal market strategy, and hands-on execution behind direct federal sales, OTA pursuits, subcontracts from primes, and B2B partnerships.
Discuss a federal growth assessment100+Companies supported in the federal market
Since 2017Defense investment & advisory
Senior military leaders. Federal market specialists. Executive talent aligned to your next stage of growth.
BUILT FOR YOUR NEXT STAGE
Know where to compete. Make the next move count.
For venture-backed defense technology companies, established businesses expanding into new missions, and leadership teams ready to invest in a focused federal growth strategy.
Capital gives you the capacity to grow. A clear customer, a mission-relevant use case, and a credible acquisition path give that investment direction. We help your team make those choices—and turn them into an executable plan.
01 / Strategic advisory
From strategic direction
to work that moves you forward.
02 / ENGAGEMENT FOCUS
Acquisition & procurement strategy
Evaluate direct procurement and Other Transaction agreement (OTA) pathways against your capability, customer demand, evidence, and stage of development.
03 / ENGAGEMENT FOCUS
Partnership strategy
Prioritize subcontracts from primes and B2B partnerships with integrators, technology providers, and channel partners that offer a credible route to market.
04 / ENGAGEMENT FOCUS
Execution planning
Align stakeholder engagement, internal resources, executive talent and capital strategy with the next milestones.
SELECT SPECIALIZATIONS
- Defense market entry
- Customer & mission prioritization
- Procurement & OTA pathway assessment
- Prime subcontracts & B2B partnerships
- Executive & capital strategy
02 / DEFENSE SCALE-UP OPPORTUNITIES
Build the case.
Prepare for scale.
Choose the route that fits your maturity, customer demand, and capacity to deliver. We help evaluate procurement and OTA pathways, subcontracts from primes, and B2B partnerships, then build the customer engagement and transition strategy behind a credible pursuit.
APFIT
Prepare for procurement.
A route to accelerate procurement and fielding of mature capabilities. Submissions run through government sponsors; a credible customer and follow-on procurement path are central.
TACFI / STRATFI
Build the transition case.
Air Force and Space Force pathways connecting eligible SBIR/STTR Phase II efforts with transition and scaling. Customer alignment and the applicable funding commitments shape the pursuit.
G-TEAD
Connect capability to operational demand.
The Army’s Global Tactical Edge Acquisition Directorate connects urgent operational needs with industry capabilities. We help assess fit, prepare mission-focused engagement and demonstration materials, and plan for potential transition opportunities.
SBIR Strategic Breakthrough
Plan for scale beyond Phase II.
The SBIR Strategic Breakthrough pathway supports scaling after demonstrated Phase II success, combining SBIR funding with external matching resources and customer commitment.
OTA PURSUITS
Build a credible path to transition.
For companies seeking OTA contracts—formally Other Transaction agreements—we support opportunity assessment, teaming, submissions, and transition planning around the specific customer and solicitation.
PRIME SUBCONTRACTS & B2B PARTNERSHIPS
Grow through the right partners.
Build a route to market through subcontracts from primes, technology integration, channel relationships, and B2B partnerships. We help define the partner value proposition and support focused engagement.
How we support your pursuit
- Assess mission fit, technology maturity, and pathway eligibility
- Map the end user, government sponsor, and acquisition stakeholders
- Align partner, capital, and delivery plans with the pursuit
Program fit depends on the current opportunity, company eligibility, technology maturity, and government demand. We help evaluate the route and prepare the pursuit; program awards and government sponsorship remain government decisions.
Discuss a federal growth assessment03 / SELECT CASE STUDIES
Technology in context.
Strategy with a mission.
York Space SystemsPOSITIONING · BUSINESS DEVELOPMENT · COMPANY GROWTH
Supporting the path to major defense contracts and a PE acquisition.
Victory Six supported positioning and business development for York Space Systems, working alongside the company as it secured major Department of War (DoW) contracts for satellite production and operations.
During that period, York was acquired by private equity. Our role focused on positioning and business development alongside the company’s team as it advanced its federal business.
ARES SecurityPRODUCT ACQUISITION & INTEGRATION · DEFENSE CONTRACTS · B2B GROWTH
New products. Defense contracts. New B2B customers.
Victory Six supported ARES Security’s acquisition and integration of new products, working alongside the company as it secured multiple Department of Defense (DoD) contracts from 2 Programs of Record and a Major Command.
We also supported the establishment of multiple B2B customer relationships, connecting the expanded product portfolio to new customer opportunities.
SELECT EXPERIENCE FROM OUR TEAM
People who understand
the decisions ahead.
We align the engagement with the expertise your company needs—from service-level mission insight to positioning, growth strategy, and execution.
Managing Partner
Andrew Clausnitzer
20 years supporting corporations and investors through government relations, public relations, business development, and strategic advisory.
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Andrew Clausnitzer has 20 years of experience supporting both large and small corporations and investors with government relations, public relations, business development and strategic advisory services. Mr. Clausnitzer has extensive experience assisting technology and services companies assess their market position and implement comprehensive go to market strategies to accelerate growth within the government and defense markets.
Mr. Clausnitzer has worked extensively with companies in the Middle East, Asia and Africa on economic development projects. He has also worked on statewide, congressional and presidential campaigns. In his role as Managing Partner at Victory Six, Mr. Clausnitzer is a General Partner for investments and works closely with all of our clients to develop customized strategies to achieve their unique objectives.
Managing Partner
Martin Rahmani
15 years working with defense technology companies, government, and industry to develop and execute commercial and defense go-to-market strategies.
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Martin Rahmani has 15 years of experience working with defense related technology companies, government and industry on developing and implementing projects. Mr. Rahmani has worked for investment funds, Fortune 500 companies and early stage companies with a particular focus on accelerating commercial and defense go to market strategies for new and unique technologies and capabilities.
Mr. Rahmani supported major programs for border security, critical infrastructure protection and infrastructure development in the US, Middle East, Asia and Africa. He has also worked for a policy oriented non-profit organization and for a member of the House of Representatives. In his role as Managing Partner at Victory Six, Mr. Rahmani is a General Partner for investments and works closely with all of our clients to execute on tactical plans to achieve their unique objectives.
Land Forces
LTG Guy C. Swan III (Ret.)
Former Commanding General of U.S. Army North and Director of Operations at U.S. Northern Command, with more than 35 years of active service.
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LTG Guy C. Swan III (Ret.) retired as Vice President of the Association of the United States Army (AUSA). During more than 35 years of active service, he commanded at every level through Army Service Component Command. A career armor/cavalry officer, his general officer assignments included Commanding General of U.S. Army North (ARNORTH); Director of Operations for United States Northern Command (NORTHCOM); Commanding General of the U.S. Army Military District of Washington and Commander of the Joint Force Headquarters-National Capital Region; Commanding General of the 7th Army Training Command in Germany; and Chief of Staff and Director of Operations for the Multi-National Force-Iraq (MNF-I) during Operation IRAQI FREEDOM. He is a graduate of the United States Military Academy at West Point, is a member of the Homeland Security Experts Group (HSEG) and the Council on Foreign Relations, and is a Certified Emergency Manager (CEM).
Air & Space Forces
Lt. Gen. Mark "Chris" Nowland (Ret.)
Former Air Force Deputy Chief of Staff for Operations, responsible for global operations and readiness across air, space, and cyber fields.
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Lt. Gen. Mark “Chris” Nowland (Ret.) retired from the Air Force in 2018 as Deputy Chief of Staff for Operations, where he was directly responsible for all aspects of global operations, including base defense, security forces, counter-UAS, force management, weather, training and readiness across air, space and cyber fields. As the Air Force Operations Deputy to the Joint Chief of Staff, Lt. Gen. Nowland determined operational requirements, capabilities and training required to support national security, defense and military objectives.
Prior to his role as Deputy Chief of Staff for Operations, Lt. Gen. Nowland served many roles in the Air Force including Commander of the 12th Air Force, Chief of Staff & Director for Strategy, Policy & Plans at U.S. Southern Command, Director of Plans, Programs, Requirements, & Assessments at Randolph AFB, and the Commander of the 71st Flying Training Wing. Lt. Gen. Nowland also serves as President & Founder of Chris Nowland LLC.
Lt. Gen. Nowland holds a B.S. from the USAF Academy, an MS from Embry Riddle, and he currently serves as a USAF Senior Mentor to junior officers.
Maritime Forces
RADM Dan "Dano" Fillion (Ret.)
Former Navy Director of Warfare Integration, with experience across naval aviation, expeditionary command, strategy, and resource planning.
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RADM Daniel “Dano” Fillion (Ret.) retired from the U.S. Navy as Director of Warfare Integration (N9I) on the Chief of Naval Operations staff. His career spans naval aviation, expeditionary command, global operations, strategy, and resource planning.
He commanded Expeditionary Strike Group 3, the amphibious assault ship USS Wasp, and two helicopter squadrons: HSL-51 and HSM-41. Earlier sea duty included navigating USS Nimitz and serving as executive officer aboard Wasp.
His senior staff roles included leading global operations at U.S. Strategic Command and overseeing strategy, policy, and plans at U.S. Southern Command. He also directed the White House emergency operations center, held Pentagon assignments involving aviation research budgets and Navy financial leadership, and served as a fellow with the Navy’s Strategic Studies Group. Immediately before N9I, he led the Navy’s manpower account transition office.
Fillion holds a bachelor’s degree in business from the College of Charleston and a master’s in administration from Central Michigan University. His professional education includes Air Command and Staff College, Joint Forces Staff College, and the Navy Corporate Business Course.
AN ENGAGEMENT BUILT AROUND YOUR PRIORITIES
Start with the decision.
Build the plan together.
An assessment typically runs 4–6 weeks. Strategic planning typically runs 2–3 months. The scope depends on your capability, existing customer engagement and the decisions your team needs to make.
A prioritized view of customers and mission needs
A defense go-to-market plan with defined actions and decision points
A framework for evaluating acquisition pathways and potential partners
BEFORE WE GET TO WORK
Strategic advisory: common questions.
What does a defense market entry assessment cover?
It examines where your capability fits a mission need, which customers warrant attention, and the obstacles between your current position and government adoption. The purpose is to give your team a practical basis for prioritizing effort.
Can you help companies that have not sold to the government?
Yes. Defense market entry and customer prioritization are part of our strategic advisory work. We begin with your capability, its maturity, any existing government feedback, and the market decisions ahead.
Do you help evaluate defense innovation pathways?
We help companies evaluate pathways including DIU, AFWERX, G-TEAD and APFIT in the context of their customer and capability. The appropriate route depends on the opportunity; a pathway is not a substitute for customer demand.
How does strategy connect to business development?
Strategy establishes where and how to compete. Federal business development turns that direction into a focused pipeline, customer engagement and capture activity. Victory Six supports both stages.
Can you work alongside our internal team and market intelligence tools?
Yes. We build on the research, relationships, and pipeline your team already has. The engagement focuses on prioritizing opportunities, preparing customer conversations, and executing the agreed strategy.
WORKING TOGETHER
Our Engagement Model
4 ways to work together.
Assessment
Understand the realities of where a defense go-to market faces obstacles and friction from the system.
4–6 weeksDiscuss a federal growth assessmentStrategic Planning
Know how to most efficiently prioritize effort, resources, stakeholder engagements and opportunity pursuits.
2–3 monthsDiscuss your strategic planMarketing
Learn how to speak defense and position capabilities in an operationally relevant way.
TIMELINE VARIESDiscuss federal marketing supportBusiness Development
Execute the go-to-market plan and grow the pipeline.
12–24 MONTHSDiscuss federal business developmentYOUR NEXT STAGE STARTS WITH A CONVERSATION
You have the capability.
Let’s build the path forward.
Tell us about your federal customers, OTA pursuits, subcontracts from primes, and B2B partnerships—and what your team needs to achieve next. We’ll discuss the support that fits.
Discuss a federal growth assessment