Identifying and hiring the top team to help take a company to the next level is one the toughest challenges faced by entrepreneurs. A new collection of articles on the Kauffman eVenturing website addresses that challenge, looking to help business owners become more successful in their quest to hire more “A-list” winners. Filled with practical, actionable advice written by experienced entrepreneurs and hiring experts, the articles emphasize the longer-term value of using a more structured, disciplined approach to add an element of ‘science’ to the art of hiring the best people for an entrepreneurial company.
To read the full collection on “Methods for Evaluating Top Team Candidates” please visit Kauffman eVenturing at www.eVenturing.org.
Friday, March 17, 2006
Monday, March 06, 2006
U.S. Department of Defense Contracts
McDonnell Douglas Corp, St Louis, Mo., is being awarded a $240,060,000 firm fixed price with cost reimbursement type for alternate disputes resolution contract for Joint Direct Attack Munition (JDAM) Lot 10 Guided Vehicle (GV) kits quantity of 10,000. The Joint Direct Attack Munition (JDAM) weapon system provides the Air Force and the Navy with an improved aerial delivery capability for existing 500, 1000 and 2000-pound bombs. The JDAM is a strap-on kit with Inertial Navigation System (INS/Global Positioning Systems (GPS) capability. At this time, total funds have been obligated. Solicitations began in November 2005 and negotiations were complete in March 2006. This work will be complete March 2008. The Headquarters Air to Ground Munitions Systems Wing, Eglin Air Force Base, Fla., is the contracting activity (FA8681-06-C-0058).
For more information:
http://www.dod.mil/contracts/2006/ct20060303-12595.html
For more information:
http://www.dod.mil/contracts/2006/ct20060303-12595.html
DHS earns poor marks from House Democrats
By Alice Lipowicz
3/02/2006
Government Computer News
The Homeland Security Department scored a D grade for emergency preparedness, critical infrastructure protection, redress for errors on the terrorist watch list, and overall procurement and contracting, according to the 2006 annual report card issued by Democratic members of the House Homeland Security Committee.
The department received C’s for port, aviation and transportation security, border security, chemical plant protection, information-sharing, science and technology, and cybersecurity. The highest grades were B-minuses for the Safecom interoperability program and for privacy protection.
“In the past three years, the department’s evolution has been a troubled one,” Rep. Bennie Thompson (D-Miss.), senior Democrat on the committee, said in a news release.
While, thankfully, the department has not yet been tested by another terrorist attack, its performance fell well below expectations in the face of Mother Nature and Hurricane Katrina last year,” he wrote.
For full story
http://www.gcn.com/online/vol1_no1/38366-1.html
3/02/2006
Government Computer News
The Homeland Security Department scored a D grade for emergency preparedness, critical infrastructure protection, redress for errors on the terrorist watch list, and overall procurement and contracting, according to the 2006 annual report card issued by Democratic members of the House Homeland Security Committee.
The department received C’s for port, aviation and transportation security, border security, chemical plant protection, information-sharing, science and technology, and cybersecurity. The highest grades were B-minuses for the Safecom interoperability program and for privacy protection.
“In the past three years, the department’s evolution has been a troubled one,” Rep. Bennie Thompson (D-Miss.), senior Democrat on the committee, said in a news release.
While, thankfully, the department has not yet been tested by another terrorist attack, its performance fell well below expectations in the face of Mother Nature and Hurricane Katrina last year,” he wrote.
For full story
http://www.gcn.com/online/vol1_no1/38366-1.html
The Incredible Shrinking Company: Corporate giants snag federal small business set-aside contracts
By Christopher Moraff
January/February 2006
Dollars & Sense Magazine
Between 2002 and 2005, St. Augustine, Fla., exercise equipment vendor Raul Espinosa watched mystified as, one after another, a series of Air Force contracts he had placed bids on were given to other companies. Of the 14 bids that Espinosa has documented, his company, FitNet International, did not win one. To his surprise, Espinosa learned that some of the competitors he was losing contracts to had never even bothered to bid on them.
Espinosa was no stranger to adversity. At 14 he came to the United States alone from Cuba and managed to work his way through college and graduate school. He formed FitNet in 1995 to sell exercise equipment to the U.S. military. A certified minority-owned small business, FitNet describes itself as a purchasing alliance that represents over 400 equipment suppliers. The company has three employees and grosses under $1 million a year.
Now, Espinosa was getting a first-class lesson in corporate pandering that he'd never bargained for; it would take him three years to uncover the full story.
Click here for full story:
http://www.dollarsandsense.org/archives/2006/0106moraff.html
January/February 2006
Dollars & Sense Magazine
Between 2002 and 2005, St. Augustine, Fla., exercise equipment vendor Raul Espinosa watched mystified as, one after another, a series of Air Force contracts he had placed bids on were given to other companies. Of the 14 bids that Espinosa has documented, his company, FitNet International, did not win one. To his surprise, Espinosa learned that some of the competitors he was losing contracts to had never even bothered to bid on them.
Espinosa was no stranger to adversity. At 14 he came to the United States alone from Cuba and managed to work his way through college and graduate school. He formed FitNet in 1995 to sell exercise equipment to the U.S. military. A certified minority-owned small business, FitNet describes itself as a purchasing alliance that represents over 400 equipment suppliers. The company has three employees and grosses under $1 million a year.
Now, Espinosa was getting a first-class lesson in corporate pandering that he'd never bargained for; it would take him three years to uncover the full story.
Click here for full story:
http://www.dollarsandsense.org/archives/2006/0106moraff.html
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