VENTURE-BACKED DEFENSE & DUAL-USE COMPANIES
You have technology, capital, and ambition. Connect them to a clear customer, a credible mission need, and a federal growth plan your team can execute.
Discuss a federal growth assessmentSenior military insight and hands-on federal market execution, aligned with your leadership team.
BUILT FOR YOUR NEXT STAGE
A promising technology needs more than a list of opportunities. Your team needs to know where to compete, what the customer must see, who owns the next decision, and how the pursuit fits your resources.
We work alongside founders and federal teams to connect strategic choices, business development, and marketing. The plan reflects your starting point—from defense market entry to expansion beyond an initial customer.
THE DECISIONS BEHIND THE NEXT STAGE
Align the mission, the opportunity, and the resources required to pursue it.
CUSTOMER & MISSION FIT
Prioritize the missions and customers where your capability can make a credible contribution. Separate broad interest from a defined problem, an accountable customer, and an achievable next step.
CAPITAL & EXECUTION
Align the federal growth plan with runway, hiring capacity, product maturity, and leadership priorities. Sequence the work so your team knows what to prove before expanding investment.
PURSUIT & TRANSITION
Connect technical validation to acquisition ownership, integration, delivery, and sustainment. Evaluate direct contracts and OTA pathways alongside prime subcontracts and B2B partnerships.
POSITIONING & PARTNERS
Give customers, primes, and integration partners a clear account of the capability, its evidence, and its role in a larger mission. Keep the message consistent as the product and opportunity develop.
THREE CONNECTED SERVICES
Assess customer need, technology maturity, procurement routes, and the resources required to compete. Give founders, leadership, and investors a common set of priorities and milestones.
Customer priorities · Market-entry plan · Executive decision roadmap
Discuss a federal growth assessment02 / Federal business development
Map users, acquisition stakeholders, and partners. Prepare customer meetings and demonstrations, organize capture actions, and pursue direct contracts, OTA opportunities, prime subcontracts, and B2B partnerships with your team.
Qualified pursuits · Customer engagement plans · Partner strategy
Discuss federal business developmentTranslate technical differentiation into a customer story supported by evidence. Align your website, capability briefs, executive presentations, and campaigns around the mission and the decision you need to advance.
Mission-value narrative · Customer materials · Focused campaigns
Discuss federal marketing supportSELECT CASE STUDIES / STRATEGY IN CONTEXT
York Space SystemsPOSITIONING · BUSINESS DEVELOPMENT · COMPANY GROWTH
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
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
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.
AN ENGAGEMENT BUILT AROUND YOUR PRIORITIES
Agree on the business question, the evidence needed, and the work your team can carry forward. Set scope, timing, and responsibilities together.
Review capability maturity, customer engagement, market evidence, and available resources.
Identify target customers, partner routes, pursuit milestones, and messaging needs.
Define owners, near-term actions, and decision points alongside your team.
BEFORE WE GET TO WORK
Defense, dual-use, and commercial technology companies building or expanding a federal business. We work with founders, executive teams, federal business leaders, and investors around defined customer, growth, and execution priorities.
No. The engagement can help leadership establish priorities and an execution plan, or add senior insight and capacity alongside an existing federal team. We agree on responsibilities and scope before work begins.
A demonstration can establish useful evidence and customer feedback. A qualified pursuit also needs a clear customer problem, decision ownership, an acquisition route, and a practical next step. We help connect those elements.
Yes. We assess the route that fits your capability and customer, prepare the partner value proposition, and help execute the agreed engagement and capture plan.
An established-business engagement may fit better, even if the company is venture-backed. The starting point is your federal maturity and growth need. Our Federal Growth page addresses retention, account expansion, customer concentration, and changing mission priorities.
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 STAGE STARTS WITH A CONVERSATION
Tell us where your company stands, what you have proven, and the decision your team needs to make next.
Discuss a federal growth assessment