Succeed To Lead, LLC (STL) provides management and technical training services covering various topics related to financial management, business and strategic planning, forecasting, accounting systems setup, contracting, technology assessment, marketing, social media, and specialized services. The trainings include assessing a company's financial status, developing strategic and succession plans, setting up accounting systems, improving proposal development and contracting management, and establishing financial processes and records. STL also offers consulting services to help companies improve operations, marketing, technology usage, and response to requests for proposals.

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STL Management and Technical Training
STL 0001 – Financial Management: Evaluating Capitalization Options
 Assess the company’s true financial status – gross and net profits and debt/loss ratio – to
determine how the company can best determine its value. Discuss short and long-term
capitalization goals and detail options to expand capital, including co-ownership, employee
stakes, and stock options. This training lays the foundation before additional experts, including
a Certified Public Accountant, attorney, Certified Financial Planner and other key team
members, including bank representatives, are engaged to move the company forward with a
comprehensive evaluation and determination of the best choices for capitalizing the company.
STL 0002 – Business and Strategic Planning
 Strategic planning, coaching, consultation and implementation for new businesses, senior
leadership (C-suite and Board/Advisory Councils), new managers, the entire organization, or
specific divisions or departments, including areas of focus such as management, operations,
revenue, restructuring, engaging partners, business development, staff engagement, with an
emphasis on realistic goal setting, assigning leads by function area, best practices for
implementation, and assessing progress.
 Succession Planning: Assist in the development of the organization’s succession plan,
including identifying short and long-term needs company-wide, assigning core competencies
needed for each function, internal knowledge, skills and capabilities (KSA) database
development, coaching, job shadowing, learning and networking opportunities, and individual
employee plan development.
 Standard Operating Procedures: Assist in the development of standard operating procedures
that cover business operations, management, processes, services, program implementation,
emergency management, disaster planning, and contingencies in the event of anticipated and
unanticipated interruptions.
 Exit Strategy: Assist in the development of the exit strategy, determination the steps for each
potential scenario (sale, demise, abandonment, and closing), discussion of who should be
recruited for the Exit Team, including attorneys, CPAs, marketing professionals, bank
representative, financial planners, board leadership, and Power of Attorney, based on the
company’s needs. Create the company’s Action Plan to begin the exit.
 Management and Operations Improvement: Coaching on improving management and
operations, with an emphasis on strengthening processes, eliminating areas that don’t sustain
the business, engaging the right staff to help meet goals, and tips for measuring improvement.

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STL 0003 – Forecasting Services
 Conduct an assessment of the company’s current financial status, operating budget, expenses,
and revenue to determine its potential short and long-term position. Revisit the company’s
strategic goals for the next three years to assess if the projections are accurate, or need
adjustment based on industry trends, geographic changes (state, local and municipal), and shifts
in Federal focus that may impact the number of RFPs issued by target Agencies, as well as
internal gaps that may impede the ability to meet projected growth, revenue, and opportunities.
 Coach companies on how to conduct data analysis and utilize the information to determine new
areas of business needed to sustain the business, if there is a need to decrease a specific area of
service, and identify increased staffing or a new management approach to meet goals.
 Design a contingency plan in the event that forecasts fall short of reality, such as unanticipated
industry trends that negatively impact the business, the global economy, and a shift in supply
and demand, and a strategy to mitigate and reduce resulting risks to the company.
STL 0004 – Accounting System Set Up: Installation and Optimization
 Initial set up of accounting systems, or conversion from one process (tangible to an electronic
process) to another, such as MS Excel or QuickBooks
 Establishment of company-wide finance and accounting standard operating procedures, which
includes processes for creating, managing and re-evaluating an operational budget, the finance
and accounting function before, during and after the RFP process, requests for reimbursements,
allowable costs, chain of command for processing invoices, access to financial records,
financial reconciliation processes, closing out contracts, financial reporting requirements, and
timelines associated with monthly, quarterly, and annual reporting.
 Create financial processes for new and existing contracts from pre-award to contract
completion, including checklists, preparatory guides (pre-award), and designating
responsibilities within the organization, as well as requirements from teaming partners if
applicable.
 Defense Contracting Auditing Agency (DCAA) training and compliance: Review key areas of
DCAA compliance, including managing accounts, accuracy in reporting, systems of checks and
balances, reconciliation, assignment by contract number, ensuring the segregation of direct and
indirect costs, regular accounting processes, managing time and attendance, and, processes to
effectively handle, chronicle and reconcile accounts receivable and accounts payable.

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STL 0005 – Contracting: Certification and Business Development Strategies
 Identifying methods for improving business, including coaching on recruiting the right team
members, changing the manner of service delivery, improving customer service, and pricing to
assist in creating more opportunities.
 Coaching on strategies for securing Federal opportunities, including best practices for selecting
Agencies with whom the company would like to work and identifying their strategic priorities,
determining if opportunities found on Federal Business Opportunities and other portals match
the companies’ capabilities and resources needed to satisfactorily deliver the Scope of Work.
 Developing Optimal Teaming Partnerships: Coaching on best practices for recruiting,
acclimating, and managing teaming partnerships, episodic and ongoing, including identifying
roles and responsibilities, contingency plans, code of conduct and ethics, reporting
expectations, invoicing, government requirements, training, and effective communication
throughout the duration of the contract.
STL 0006 – Technology Assessment & Plan: Opportunity & Gap Analysis and Customized
Services
 Conduct and assessment of the current technology used, identify gaps, determine internal needs
to deliver services and how the technology can support efforts, and make recommendations for
improved usage, replacing technology used, and best practices to assist in the assessment of
future upgrades and/or replacement, including the Microsoft office suite and QuickBooks.
STL 0007 – Social Media/Marketing: Strategies for Getting Started or Optimizing Facebook,
LinkedIn and Twitter
Marketing/Social Media/Public Relations
 Strategic Marketing Plan (short and long-term): Coaching and recommendations on creating a
comprehensive marketing plan that reflects the key company goals (i.e. management,
operations, revenue, increased teaming partnerships), and indicate specific marketing strategies
to help meet the objectives.
 Collateral materials: Identify and make recommendations for creating or updating standard
marketing collateral materials, including brochures, capability statements, business cards, case
studies, and other branding materials.
 Social Media: Review of the major social media channels, how each can be optimized,
understanding the audiences that use them, including Government Agencies, matching the
company to the best channel(s) to use based on their strategic goals and industries,
and key considerations before embarking on creating a social media presence, including
measurement, SEO, assigning responsibility for messaging, frequency of posts and promoting
new services or work with customers, as appropriate, through various social media sites. Social
media sites include LinkedIn, Facebook, Twitter, Pinterest, YouTube, and Instagram.

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 Public Relations: Detail what a robust public relations function should accomplish, including
the types of PR documents and how they should be used based on function and purpose (i.e.
Media Advisory versus Press Release), and avoiding PR pitfalls.
STL 0008 – Specialized Services:
 Maximizing 8(a) Certification (Development and Transition Stages): Training and coaching
on fundamental considerations and practices to assist businesses in maximizing their
participation in the 8(a) Program, which ultimately results in increased business, revenue,
strategic partnerships and alliances, diversity in services, and succession planning.
 The HR Function: Training, recommendations, coaching on implementing and evaluating the
specific elements of the human resources functions, including employment, onboarding, and
orientation; strategies for conducting interviews with potential employees; managing employee
and labor relations; compensation, including salary research by industry and the creation of
FLSA-compliant position descriptions; training and development; training for managers; and,
staff and leadership development program development, assessment, and management.
 Employee Handbook: Review and assessment of companies’ employee handbook/employee
guides to ensure the inclusion of policies, procedures, and processes.
 Responding to RFPs: Coaching on proposal development strategies, including determining
which RFIs, RFQs, and RFPs to respond to, researching the opportunity and the competition,
organizing the proposal development schedule and assigning specific sections to the capture
management team, such as the estimator, program manager, subject matter experts, marketing
and graphics staff, and teaming partners.
 Strategic Networking: Strategies to identify Agencies with whom the company would like to
work, researching the appropriate decision makers and institutional knowledge within the
Agency, practicing the ALERT system (business-focused elevator pitch), deciphering the best
collateral materials to present to potential customers when networking, and tips for presenting
information in a unique way that distinguishes the company from others attending the
networking events, including Industry or Federal Days, state and local programs, and mixers
held by membership associations.
 Establishing Teaming Agreements (Developing Optimal Teaming Partnerships): Coaching
on best practices for recruiting, acclimating, and managing teaming partnerships, episodic and
ongoing, including identifying roles and responsibilities, contingency plans, code of conduct
and ethics, reporting expectations, invoicing, government requirements, training, and effective
communication throughout the duration of the contract.

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 Establishing Financial Records and Best Practices: Assist in the establishment of company-
wide finance and accounting standard operating procedures, which includes developing and
implementing processes for creating, managing and re-evaluating an operational budget, the
finance and accounting function before, during and after the RFP process, requests for
reimbursements, allowable costs, chain of command for processing invoices, access to financial
records, financial reconciliation processes, closing out contracts, financial reporting
requirements, and timelines associated with monthly, quarterly, and annual reporting.
 SWOT Analysis: Coaching on developing and/or updating the company’s SWOT (Strengths,
Weaknesses, Opportunities, and Threats) Analysis to accurately gauge the company’s true
position – financial, leadership, management, staffing, and resources – and figure out who their
true competition truly is, while detailing untapped opportunities and how to pursue them.
Threats to the company, internal and external, are dissected and a plan of action to reduce the
internal threats and a plan to minimize external threats are outlined, including a timeline for
implementation.
 Developing a Management Team: Discuss leadership’s short and long-term strategic goals for
the company and determine the key areas lacking effective management, determine the core
competencies, professional background and acumen needed for the specific positions, identify
internal challenges that may impact the management team’s ability to perform well and develop
a plan to minimize them, strategies for recruiting the right people to perform the job including,
but not limited to, KSAs, personalities using the DiSC model, Federal experience, and
communication skills, and share tips for how the CEO, or other senior leadership, can help the
potential new managers thrive in their roles.
 Contract Management: Assessment of the company’s current processes for managing
contracts, from pre-award to the conclusion of the project, including the role each department
or division plays in the successful maintenance of each contract, with an emphasis on some of
the complexities of managing multiple contracts concurrently. From compliant accounting
processes to creating a database of teaming partners who can seamlessly fit into any areas of
service the company provides (consistent ad uninterrupted workforce, including specific
certifications and clearances), strategies for improving processes and gaps are discussed and
adopted according to the company’s industry, size, and resources.
 Customer Service Training: Conduct training for support staff on customer service training,
so that they represent the company and its brand well, respond quickly and accurately to
requests, and play a key role in ensuring the Customer’s needs are taken care of expeditiously
and professionally.
 Certification Preparation (Hazardous Materials): Provide coaching and strategies for
preparing the company’s team for certification in transporting and handling hazardous
materials, asbestos removal, and lead abatement, including an overview of content covered
during the certification process, including OSHA and EPA (Federal and state) requirements. In
addition, assess the company’s policies and procedures and recommend updates and changes to
support standard certification requirements.

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