Locate the capability in the mission
Explain whether you support spacecraft, payloads, ground systems, data, communications, or another defined part of the mission. Identify the interfaces and performance evidence that make the capability relevant.

Space Force business development & space market strategy
Victory Six helps space technology companies connect differentiated capability to customer needs, acquisition context, and a focused business development and marketing plan for the Space Force market.
Discuss a federal growth assessmentSenior military leaders. Federal market specialists. Executive talent aligned to your next stage of growth.
FROM MARKET ENTRY TO ESTABLISHED GROWTH
For space and dual-use companies entering the federal market and established suppliers seeking adjacent missions, stronger partner relationships, or growth beyond their current customer base.
We work alongside your leadership and internal team to connect strategic choices, disciplined pursuits, and a clear mission story.
Space Force / THE DECISIONS BEHIND THE PURSUIT
Focus resources on a defined customer problem, a credible contribution, and an achievable next step.
Explain whether you support spacecraft, payloads, ground systems, data, communications, or another defined part of the mission. Identify the interfaces and performance evidence that make the capability relevant.
Customer enthusiasm must translate into a workable integration and adoption case. Clarify interoperability, operational support, mission dependencies, and which organization owns each decision.
Compare selling a complete capability with joining a prime’s solution or developing a B2B integration relationship. Match the customer plan and capture investment to your role in the wider architecture.
Align delivery, integration support, and the product roadmap with customer mission needs. Develop follow-on account plans and partner relationships that support growth beyond the initial space pursuit.
THREE CONNECTED SERVICES
Assess Space Force use cases, customer priorities, acquisition context, and partner dependencies to establish a practical federal growth strategy.
Discuss a federal growth assessment02 / Federal business development
Qualify space-related pursuits, prepare customer and prime engagement, and support direct contracting, appropriate OTA opportunities, subcontracts, and B2B partnerships.
Discuss federal business developmentDevelop clear mission-value narratives, executive briefs, technical-to-operational presentations, and partner materials grounded in demonstrated capability.
Discuss federal marketing supportSELECT 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.

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.

Air & Space Forces
Former commander of the 432nd Wing, with experience in air operations, remotely piloted aircraft, and intelligence, surveillance, and reconnaissance.
Brig. Gen. James R. “Cliffy” Cluff (Ret.) graduated from the U.S. Air Force Academy in 1991 and then attended intelligence officer training at Goodfellow Air Force Base, Texas. His first assignment in the Air Force was at Shaw AFB, South Carolina, as a squadron intelligence officer. In 1995 he earned his pilot wings at Columbus AFB, Mississippi, and flew multiple blocks of F-16’s in three operational assignments as well as in support of Operation Southern Watch. He has operationally flown the MQ-1, RQ-4, MQ-9 and RQ-170 RPA in various assignments and has been assigned to numerous command and staff positions. Additionally, he served in Kabul, Afghanistan, as Deputy Commander, 9th Air and Space Expeditionary Task Force – Afghanistan and International Security Assistance Force Joint Command Assistant Deputy Chief of Staff – Air.
Brig. Gen. Cluff commanded the 432nd Wing/432nd Air Expeditionary Wing and the 17th Reconnaissance Squadron at Creech AFB, Nevada. Prior to his assignment to the Joint Staff, he served as the Director, Remotely Piloted Aircraft/Airborne Intelligence, Surveillance and Reconnaissance (A2/6U/A3U), Headquarters U.S. Air Force, Arlington, Virginia. He is now the COO of Soar Beyond Specialized Consulting Services.

Air & Space Forces
25 years of leadership in supply chain management, installation support, acquisition logistics, sustainment, and strategic energy.
COL Erin C. Cluff (Ret.) is a supply chain management, installation support and strategic energy leader with 25 years of experience leading, partnering, innovating, and collaborating to achieve world-class results. She is the co-founder and Managing Partner for SOAR BEYOND, LLC a specialized consulting firm located in Big Sky, MT. She has led large-scale, diverse organizations across the globe, earning a reputation as a motivational leader and decisive change agent focused on delivering innovative solutions to complex and rapidly evolving challenges. A highly trained logistician, Erin has tactical, operational, strategic planning and execution, acquisition logistics, and enterprise-level readiness, sustainment and energy experience.
Erin earned her MA in national security from American Military University and her MS in national resource strategy from the Dwight D. Eisenhower School for National Security and Resource Strategy. She is a certified Lean Six Sigma Green Belt and is certified in program management and lifecycle logistics through Defense Acquisition University. Erin completed numerous executive education programs, including the University of North Carolina’s Kenan-Flagler Business School. She has served on the National Small Business Association’s National Leadership Council and has held multiple board chairmanships and holds a Top Secret/SCI Security Clearance.
BEFORE WE GET TO WORK
The buyer’s mission, system context, and adoption questions determine the message. A space capability needs a specific account of its role in a space mission and architecture, even when some innovation or acquisition pathways overlap.
Yes. We assess capability fit, customer priorities, routes to market, and the work needed to support a credible pursuit. Established suppliers can use the same disciplines to diversify customers or strengthen existing positions.
Share your capability, current customer engagement, evidence of performance, and the decision your team needs to make. We can scope an assessment, strategy, marketing, or business development engagement around that starting point.
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 CUSTOMER. YOUR NEXT DECISION.
Tell us where your company stands and what growth needs to look like.
Discuss a federal growth assessment