Government Contracts for Veteran-Owned Small Businesses

The phrase “70/40 rule” is not a single, universal rule for veteran-owned small businesses in federal contracting. It may refer to a specific veterans-benefit, program eligibility, ownership, or participation standard used by a particular agency or organization. Before relying on it in a contract strategy, verify the governing program, the current official guidance, and how the rule applies to your business’s ownership and control structure.

“1,000,000 Veterans Program” or “MVP” can describe different initiatives created by agencies, nonprofits, or private organizations, rather than one standard government-contracting program. Its purpose, eligibility rules, and available support depend on the sponsoring organization. Businesses should confirm the program administrator, official enrollment requirements, benefits offered, and whether participation affects procurement eligibility, certification, or contracting opportunities.

Start by defining the products or services your business can deliver, identifying agencies that buy them, and reviewing applicable solicitation requirements. A competitive approach also considers capability statements, past performance, pricing, compliance, and the government’s acquisition timeline. Galvanize Strategies helps clients understand the policy, budget, and stakeholder context surrounding opportunities so their outreach and pursuit strategy are more informed.

Certain federal contracting programs may provide set-aside or preference opportunities for eligible veteran-owned small businesses, including service-disabled veteran-owned small businesses. Eligibility is determined by the applicable program’s requirements, which can address veteran status, ownership, control, and small-business size standards. Review current agency guidance and certification requirements carefully before representing your company as eligible for a specific opportunity.

A capability statement should concisely describe your core competencies, differentiators, relevant past performance, business identifiers, certifications or eligibility designations, and contact information. Tailor it to the agency or opportunity you are pursuing, using language that connects your offering to its mission and needs. Keep the document clear, fact-based, and easy for contracting personnel and program stakeholders to review.

Preparation should begin well before a formal solicitation is released whenever possible. Early work can include monitoring agency budgets and priorities, researching likely requirements, refining your capability statement, identifying potential teaming relationships, and understanding relevant decision-makers. This provides time to develop a credible strategy instead of reacting only after a procurement notice appears and the response window is limited.

Yes. Galvanize Strategies works across federal, state, and local government levels. For state and local opportunities, the team can help clients understand the governmental environment, stakeholder landscape, and policy context surrounding a procurement pursuit. Requirements and procurement processes differ by jurisdiction, so each strategy should be built around the specific agency, budget cycle, rules, and objectives involved.

Bring a summary of your services or products, your target agencies or contract types, relevant past performance, business structure, current certifications or registrations, and any opportunity documents you have identified. It is also useful to share the business goal behind the pursuit, such as market entry, contract renewal, or expansion. This information supports a focused assessment of potential next steps.