FEDERAL GROWTH / ESTABLISHED DEFENSE COMPANIES
You have federal revenue, customer relationships, and a team in place. Victory Six helps you expand that position, defend incumbency, and keep your capabilities relevant as mission needs and budget priorities change.
Discuss a federal growth assessmentSenior military insight and hands-on federal market execution, aligned with your leadership team.
FOR AN ESTABLISHED FEDERAL BUSINESS
A healthy backlog can sit alongside customer concentration, a critical recompete, or a capability whose value needs to be reframed. Your next phase requires a clear view of what to defend, where to invest, and which pursuits deserve resources.
We support established defense companies, including specialized small businesses, middle-market companies, and PE-backed businesses with developed federal operations. Together, we connect commercial goals, mission demand, and execution across direct government contracts, OTA pursuits, subcontracts from primes, and B2B partnerships.
THREE CONNECTED SERVICES FOR ESTABLISHED FEDERAL BUSINESSES
Assess revenue concentration, customer priorities, and budget exposure. Translate shifts in mission demand into portfolio choices, adjacent markets, and an executive growth plan that fits your business and investment horizon.
Customer and program exposure map · Market prioritization · Executive decision roadmap
Discuss a federal growth assessment02 / Federal business development
Strengthen recompete positioning and pursue new customers with your existing federal team. Build disciplined capture plans across direct contracts, OTA pursuits, subcontracts from primes, and B2B partnerships.
Recompete priorities · Qualified pursuits · Prime and partner engagement plans
Discuss federal business developmentConnect your track record to the missions customers need next. Refresh positioning, executive briefings, websites, and campaigns for government decision-makers, prime contractors, and B2B partners.
Mission-value narrative · Customer and partner materials · Account-focused campaigns
Discuss federal marketing supportWHEN THE BUSINESS NEEDS TO MOVE
Engage around a defined business priority, with responsibilities shared clearly between your internal team and Victory Six.
REVENUE & CUSTOMER EXPOSURE
Assess concentration, upcoming recompetes, customer relationships, and mission fit. Prioritize the actions that support retention and a more resilient federal business.
ADJACENT CUSTOMERS & MISSIONS
Identify where proven capabilities can serve new customers, including Special Operations Forces (SOF), Navy, Marine Corps, Army, Air Force, and Space Force markets where there is a credible fit.
PRIMES & B2B PARTNERS
Evaluate subcontracts from primes, integration partners, channel relationships, and B2B partnerships alongside direct procurement and OTA opportunities.
BUDGET & MISSION CHANGE
Connect your existing capabilities and track record to changing priorities. Align customer conversations, capture investments, and market communications with the opportunities your team can credibly pursue.
SELECT CASE STUDIES / ESTABLISHED FEDERAL TEAMS
We embed with established federal teams to shape the strategy and help execute it. These engagements show how that work takes different forms around each company’s capabilities and growth priorities.
Cambium Networks3X REVENUE GROWTH · 3 NEW PROGRAMS · FEDERAL MARKETING
Cambium was an established commercial off-the-shelf (COTS) provider of military microwave radios serving multiple Programs of Record. Embedded alongside its federal team, Victory Six supported 3X revenue growth and onboarding onto 3 new programs.
We supported key stakeholder relationship management and developed and executed a federal business unit marketing campaign. Our work also included global business development, product roadmap and strategy support, and C-suite briefings on the defense market.
Mettle OpsGROWTH STRATEGY · 2 NEW BUSINESS UNITS · PRODUCT DEVELOPMENT
Mettle Ops, a service-disabled veteran-owned small business (SDVOSB) defense contractor with a broad range of specialized capabilities, engaged Victory Six to develop a growth strategy and help execute it alongside its federal team.
We supported the establishment of 2 new business units, new product development, B2B partnerships, and key stakeholder engagements. Working with the company’s team, we connected the growth strategy to business development campaigns with defense customers and program offices.
SELECT EXPERIENCE FROM OUR TEAM
Senior military insight, federal market experience, and practical execution aligned to your customer and mission priorities.
Managing Partner
20 years supporting corporations and investors through government relations, public relations, business development, and strategic advisory.
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
15 years working with defense technology companies, government, and industry to develop and execute commercial and defense go-to-market strategies.
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
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.
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
Former Air Force Deputy Chief of Staff for Operations, responsible for global operations and readiness across air, space, and cyber fields.
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
Former Navy Director of Warfare Integration, with experience across naval aviation, expeditionary command, strategy, and resource planning.
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.
FEDERAL GROWTH & RESILIENCE ASSESSMENT
A scoped assessment brings leadership and the federal team together around current exposure, growth options, and the actions that deserve investment. We agree on timing, access, and deliverables before work begins.
Review customers, revenue concentration, contracts, recompetes, pipeline, and capability relevance.
Evaluate retention needs, adjacent markets, direct and OTA pursuits, prime subcontracts, and B2B partnerships.
Set a 90-day action plan with owners, decision points, and measures tied to the business.
BEFORE WE GET TO WORK
Established defense companies with existing federal revenues, established contracts, or a developed federal practice—including specialized small businesses, middle-market companies, and PE-backed businesses. We work with CEOs, federal business leaders, business development teams, and investment operating partners who need to grow the business and protect its relevance.
Yes. We build on your customer relationships, capture process, and market intelligence. The engagement adds senior perspective and execution capacity around agreed priorities, responsibilities, and decisions.
We assess which customers, missions, and programs support your revenue, identify where priorities may affect demand, and develop options for repositioning, diversification, and customer engagement. Proposed budgets, enacted funding, and actual contract opportunities are evaluated separately.
Yes. The scope can include incumbent positioning, customer engagement, evidence of performance, and a focused recompete strategy alongside new-business pursuits. The aim is to give your team a practical plan for protecting and expanding its position.
Yes. We help assess prime subcontract opportunities, Other Transaction agreements (often searched as OTA contracts), and B2B relationships with integrators, technology providers, and channel partners. The route depends on the customer, capability, and specific opportunity.
Start with a high-level view of your federal business, major customer segments, growth objectives, and upcoming decisions. We can agree on an appropriate process for reviewing detailed contract, pipeline, and budget information during scoping.
WORKING TOGETHER
4 ways to work together.
Understand the realities of where a defense go-to market faces obstacles and friction from the system.
4–6 weeksDiscuss a federal growth assessmentKnow how to most efficiently prioritize effort, resources, stakeholder engagements and opportunity pursuits.
2–3 monthsDiscuss your strategic planLearn how to speak defense and position capabilities in an operationally relevant way.
TIMELINE VARIESDiscuss federal marketing supportExecute the go-to-market plan and grow the pipeline.
12–24 MONTHSDiscuss federal business developmentYOUR NEXT PHASE OF FEDERAL GROWTH
Tell us where the business stands, what is changing, and what your leadership team needs to achieve.
Discuss a federal growth assessment