Exponential expansion in the use of Requests for Proposals (RFPs) has placed a powerful tool in the hands of general counsel — one that they use with uneven skill. Here are the pitfalls to avoid and the keys to making RFPs clear, fair and effective.
Exponential expansion in the use of Requests for Proposals (RFPs) has placed a powerful tool in the hands of general counsel — one that they use with uneven skill. Here are the pitfalls to avoid and the keys to making RFPs clear, fair and effective.
Introduction to how to create your own independent consulting business. If you have the skills, the time may be right for you to become a consultant. Perfect for independent contractors, freelancers, consultants, and entrepreneurs starting out.
Find more resources for independent professionals at www2.mbopartners.com/ic-resources
Mel feller shows how to be a small business or real estate lender by mel fellerMel Feller
Mel Feller Shows How to Be a Small Business or Real Estate Lender by Mel Feller
Mel Feller understands that banks are the most common form of small business lenders because banks hold a large amount of capital. Investment firms and large corporations are also typical small business lenders. However, Mel Feller also understands that business loans may be separated into two categories: straight loans, where the lender earns back only the principal (the amount loaned), as well as interest and investment loans, where the lender earns back some of the money made from the loan. The second type of loan is a security that falls under the blanket category of investment contracts.
Therefore, Mel Feller lays out the steps that are need to create your business.
In this post recoverability era, what should we keep in mind when applying fo...Demi Edmunds
Matthew Williams answers the following question: My corporate client is bringing an action for breach of contract. I have discussed with the directors options on funding and the potential for ATE insurance. They have expressed an interest in applying for cover ‘at some point’. In this post recoverability era, what should we keep in mind?’
Everyone loves profits. Everyone loves to talk about profits per partner. We will restrain ourselves and not talk about the value of profits per partner as a metric, as hard as it is. Instead, let’s focus on how people stare endlessly at the eye-popping numbers of the top reported firms. BTI's analysis of more than 330 law firms reveals the firms with best profits (reported or not) exhibit these key traits. To learn more, please visit www.bticonsulting.com/themadclientist
Institute of Design: Teaming Workshop By Chris BernardChris Bernard
This are slides for a Teaming Presentation and One Day workshop that I've taught at the Institute of Design on three occasions. I've included the slides in .PPT format which you may reference with proper accreditation. Note I've pulled some content and provided links to it to respect copyrights. Want me to conduct this workshop for you? Hire me! Email bernard@id.iit.edu for more information.
Introduction to how to create your own independent consulting business. If you have the skills, the time may be right for you to become a consultant. Perfect for independent contractors, freelancers, consultants, and entrepreneurs starting out.
Find more resources for independent professionals at www2.mbopartners.com/ic-resources
Mel feller shows how to be a small business or real estate lender by mel fellerMel Feller
Mel Feller Shows How to Be a Small Business or Real Estate Lender by Mel Feller
Mel Feller understands that banks are the most common form of small business lenders because banks hold a large amount of capital. Investment firms and large corporations are also typical small business lenders. However, Mel Feller also understands that business loans may be separated into two categories: straight loans, where the lender earns back only the principal (the amount loaned), as well as interest and investment loans, where the lender earns back some of the money made from the loan. The second type of loan is a security that falls under the blanket category of investment contracts.
Therefore, Mel Feller lays out the steps that are need to create your business.
In this post recoverability era, what should we keep in mind when applying fo...Demi Edmunds
Matthew Williams answers the following question: My corporate client is bringing an action for breach of contract. I have discussed with the directors options on funding and the potential for ATE insurance. They have expressed an interest in applying for cover ‘at some point’. In this post recoverability era, what should we keep in mind?’
Everyone loves profits. Everyone loves to talk about profits per partner. We will restrain ourselves and not talk about the value of profits per partner as a metric, as hard as it is. Instead, let’s focus on how people stare endlessly at the eye-popping numbers of the top reported firms. BTI's analysis of more than 330 law firms reveals the firms with best profits (reported or not) exhibit these key traits. To learn more, please visit www.bticonsulting.com/themadclientist
Institute of Design: Teaming Workshop By Chris BernardChris Bernard
This are slides for a Teaming Presentation and One Day workshop that I've taught at the Institute of Design on three occasions. I've included the slides in .PPT format which you may reference with proper accreditation. Note I've pulled some content and provided links to it to respect copyrights. Want me to conduct this workshop for you? Hire me! Email bernard@id.iit.edu for more information.
Give Your Students a Voice With Interactive Notebooks
Interactive Notebooks will change the way your students organize their thoughts, show creativity and express their knowledge of a subject. Using Interactive Notebooks, your students will have a significant decrease in lost papers and a more personalized education. Though this session is directed towards Science, Interactive Notebooks are easily adaptable for other subjects.
Presenter: Catie DiVito - Broad Creek Middle School - Newport, NC
Agile Games 2016 keynote - Awesome Teams: Games for Continuous (Extreme?) Tea...Richard Kasperowski
Agile Games 2016 keynote!
Want an awesome team that builds great products? Great teams don’t happen by accident and they don't have to take a long time to build. In this keynote, Richard lays out the case for Continuous (Extreme) Teaming. Session participants will join in a flight of fun learning activity-sets. These will give you a taste of team awesomeness and how to start when you go back to work.
Richard builds on the work of Jim and Michele McCarthy, Bruce Tuckman, Gamasutra, Standish Group, Peter Drucker, and Melvin Conway. His learning activity-sets are short games, using elements from improvisational theater, The Core Protocols, Extreme Programming, and more.
Who should attend? Anyone who wants to create a great team and build great products. You’ll leave having embodied the essential elements of accelerated continuous team-building and awesomeness maintenance.
For those who want to get the most out of the session and activities, Richard suggests that you get a copy of his book, The Core Protocols: A Guide to Greatness, read with a marker pen, and come with questions about who, when, and where to use a protocol.
ISCRAM Summerschool 2009 Lecture (27 August 2009). Teaming with Machines: the role of autonomous systems in collaborative environments
In this talk, we will discuss the implications of autonomous systems on the design of future crisis management teams, with a specific attention to task delegation, role adjustment, responsibility and adaptive autonomy between human and artificial actors. We will discuss why system autonomy is such an important issue and how it affects function allocation between man and machine. We will go over different approaches to teaming with intelligent systems, and relate it to crucial subjects such as decision making, accountability and control. We will present some of our own work on hybrid teams in safety scenarios, and discuss some of our practical experiences.
Dynamic Teaming and Leading — The New NormalWorkboard Inc.
Most managers see functional and organizational boundaries as barriers, yet to thrive in complex markets, organizations need boundary-spanning collaboration, cross-organizational thinking and dynamic rather than functional leadership. Maximize your organization’s agility and velocity by making dynamic teaming and leading its new normal.
Building Better Teams - Overcoming the 5 DysfunctionsJoel Wenger
Trust, Conflict, Commitment, Accountability, Results; these are the hallmarks of effective teams, as described by Patrick Lencioni in his book "The Five Dysfunctions of a Team". This presentation contains an overview of each one, as well as my take on the tools and actions leaders can take to address each one.
As a leader, you spend a lot of your time making sure that your team is working well together. Here are the secrets that every manager should know to make your team successful.
Subscribe to our free 11-day email course on HOW TO BE A BETTER LEADER:
http://officevi.be/29Sx4bK
Read more on employee engagement on Officevibe blog:
https://www.officevibe.com/blog
Please join Jennifer Schaus & Associates every Wednesday in 2019 for a complimentary Wednesday series. For full audio of this presentation please visit (https://youtu.be/mqmX1Z3hpu0). For more information about our federal contracting services please visit http://www.Jenniferschaus.com or contact us at 202-365-0598. Win more federal government contracts!
Grant Writing – What are the determining factors in applying for a grant? Red Tape Busters
There are many factors which determine if you should be applying for a grant and if your grant writer should spend time on crafting a great submission.
Getting collaboration right promises tremendous benefits: a unified face to customers, faster internal decision-making, reduced costs through shared resources and the development of more innovative products. But despite the billions of dollars spent on initiatives to improve collaboration, few companies are happy with the results. Join us to uncover common myths about collaboration and learn how to encourage and develop real collaboration within your organization so that people drive business results across internal and geographic boundaries.
By the end of this session participants will be able to:
Identify if their organizations are falling prey to common myths of collaboration.
Implement strategies that will transform differences and disagreement from a liability to an asset, so that conflict becomes the crucible in which creative solutions are developed and wise trade-offs among competing objectives are made.
About when we renegotiated the acquisition price for a company to <50%Prequate Advisory
How it began
Ceyes Private Limited is a 13 year old company with SaaS based application in the education space with a team of over 100 employees. Prequate was brought in by the Diez acquirers to assess Ceyes renegotiate the acquisition price.
Ceyes had a good time tested product with great scalability and client delivery spanning several years. Over the next 3 years, they were aggressively expanding their footprint across 2 new countries.
Disclaimer: Diez started a limited engagement that allowed Prequate to perform a fit assessment, a detailed due diligence of the company and assist in negotiations of the asking price of Ceyes for a take over of the company.
Finding the ideal partner Kwicien, Jack . Employee BenefiShainaBoling829
Finding the ideal partner
Kwicien, Jack . Employee Benefit Adviser ; New York Vol. 10, Iss. 2, (Feb 2012): 44.
ProQuest document link
ABSTRACT
For example, if your business currently offers group benefits and you see that your firm is currently passing up a
huge opportunity by not offering voluntary benefits, perhaps partnering with a firm that specializes in these
product lines would make sense. The alliance partner presumably has: domain expertise; carrier relationships;
technological capabilities; and sales channel partners, for example. And the alliance partner candidate in turn may
be looking to affiliate with a larger firm that has: benefits plan design expertise; access to different carrier
relationships; and a large number of group benefits clients who are undoubtedly making plan changes that create
benefits gaps which could be satisfied by voluntary benefits offerings. Clearly these two businesses would be
synergistic, and could greatly benefit from each other's expertise and relationships. That would also be true of
businesses such as a property and casualty broker, a retirement planning firm, a human resource consulting
practice, or even a small payroll company.
Don't be afraid to "think outside the box" when it comes to considering potential alliance candidates. Today's
competitor or administrator or vendor may be tomorrow's ideal strategic partner depending upon what you are
trying to accomplish. Think broadly and strategically about what will benefit your clients and customers most in
the future. Don't focus on the way you conduct business today. Think about how you want to be conducting
business two or five years from now and the roadmap that will get you there.
As we talk with benefits advisers all over the country, the forward thinking, select few are looking at their existing
customer base, capabilities, and their own business models and are contemplating methods to adapt their
practices. They are evaluating their client value proposition in light of today's market realities and emphasizing the
expertise and capabilities that they possess and that will be relevant today and several years from now. I think
there is real value to this kind of self-examination. If you do not think your firm can be objective in evaluating its
capabilities, contact us and we will assist you. An ideal alliance partner candidate would possess some or all of the
following characteristics:
FULL TEXT
Many of us are growing tired of the colder weather just as we grow weary of the grind of health care reform
updates and downdrafts. And all of us are ready for the economy to improve in a meaningful and sustained
manner. In some respects it is our winter of discontent. Not to mix literary references, but it is the best of times
and it is the worst of times. Which will it be for you? That depends on whether your glass is half empty or half full.
And it depends on whether you have a plan to succeed.
Last ...
Issue or ConsiderationSole Prop.General PartnershipLimited P.docxpriestmanmable
Issue or Consideration
Sole Prop.
General Partnership
Limited Partnership
Limited Liability Co
Subchapter “C”
Corporation
Subchapter “S”
Corporation
Liability
Unlimited personal liability
Unlimited personal “Joint and Several” liability for Partnership
Gen Partners (at least 1):unlimited liability
Limited Partners: Limited to investment
Shareholders- no personal liability beyond investment
Shareholders- no personal liability beyond investment
Ease of Formation
No formal requirements
No formal requirements
Requires formal filing
Requires formal filing
Requires formal filing and qualification and “election” with IRS
Ease of Operation
No issue
Limited concern- as agreed
ONLY General Partners operate
No participation of Limited Partners
Shared operation between Directors (major decisions) and Officers (day- to- day) and Shareholders (fundamental changes)
Shared operation between Directors (major decisions) and Officers (day- to- day) and Shareholders (fundamental changes
Taxation
No additional tax issue or burden
Partnership return with Pass through to individual partners
Partnership return with Pass through to individual partners
Possibility of double taxation
Avoids possibility of double taxation
Capitalization
Limited to loans (usually banks)
Limited to loans (usually banks)
Also have limited partner investment
Issue stock or Bonds
Issue stock or Bonds
Duration
Limited duration
Limited duration
Limited duration (gen. Partners) flexibility with limited partners
Perpetual
Perpetual
Alienation
No
No
No-General
Possible with Limited partners
Simple stock transfer
Simple stock transfer
Partnership Form of Business
The partnership is defined as the type of business operation formed between two or more persons interested in a common course: Making profits. The government recognizes a few kinds of partnerships (Lorette, n.d., para. 1). At the point when setting up an association, the first thing you will need to do is pick a name for the organization. While this may sound basic, it is imperative to make certain the name does not abuse the trademark privileges of another business. There are a few approaches to figure out whether another business as of now, has such a name. Firstly, one can do a name search online on the U.S. Patent and Trademark Office website. Also, one can conduct an inquiry of enrolled entrepreneurs. However, this procedure is followed via the legal office (secretary of state.)
Likewise, partners should decide the specifics of how the organization will be overseen, how much every accomplice will contribute, and how the benefits will be shared. While the more prominent the extent of the venture implies the bigger the rate of proprietorship, the greatest investor may not even need to maintain the business. Additionally, while you may confirm that all accomplices have equal force in choice making, certain accomplices ought to be recognized as having the power to settle on choices on everyday operations and the general ad ...
3. Tools For Each Steps
Strategy
Focus
Process
Competition
Teaming
Relationships
Marketing
3
4. What You’ll Learn
Defining Fit:
What Primes Really Want
Determining Fit:
Creating Your Checklist
Teaming Types
Teaming Agreements & Beyond
Building Fit:
The Meeting & Briefing Toolkit
5. What Is a Small Business?
SBA Size classifications:
– Small
– Other Than Small
Varies by NAICS
– Average annual receipts over 3 years or
– average number of employees over 12 months.
– You pick your NAICS, but . . .
– . . . The Contracting Officer (CO) assigns the
NAICS that sets the size criteria for that
procurement.
6. Why Size Matters
Affiliation
– Can disqualify companies for “set asides” due to
partners’ combined size.
– Locations / industries irrelevant.
– One business has real/apparent power/control over
another. 13 C.F.R. § 121.103.
– Prime is an Ostensible Subcontractor
Ostensible subcontractor
– Subcontractor performs primary/vital requirements of
prime contract. Business are considered to be affiliated.
8. Why Team?
Leverage SBA affiliation rules
Increase competitiveness
Reduce risks & costs
Gain past performance
Address licensing / certifications / bonding
Access contract vehicles (Large & small)
Meet small business / subcontracting goals
Ensure local roots
9. Teaming By The Numbers:
76 – 54 – 8 - 62
Large to Small
Small to Small
Large to Large
Complex Teams
10. 2011 3-Year Bidding:
Down 50% From 2007
2011 VIP® Survey: Trends in Federal Contracting for Small Businesses
11. 3-Year Win Rates Down
(Prime and Subcontracts)
2011 VIP® Survey: Trends in Federal Contracting for Small Businesses
12. Benefits: To “Big” Businesses
Meet small business subcontracting goals.
Access “set aside” contracts
Project-based access to niche expertise
– Keep focused on core competencies.
– Get essential expertise @ variable cost
13. Benefits: To Small Businesses
Access set asides and niche expertise.
Contracts are becoming more complex, larger
(“bundling”) and geographically dispersed. A small
business by itself may not have the resources to do
the whole job.
Build past performance & reputation by association
Economies of scale: More purchasing power
Easier access to capital and bonding.
15. Pre-Teaming: Gap Analysis
Can you go it alone? Go for it!
Requirements exceed your core competencies?
Gap analysis to pick partners.
RFP My Capabilities My Partner
Agency Needs: I Have: Must Have:
A. = A. + a.
B. B. b.
C. c. C.
D. D d.
E. E. e.
29. Partners Look For…
What business you bring
Where can you take them? Buyer contacts
Core capabilities & differentiation
Past performance & reputation
Price, financial strength
Personnel experience & low turnover
Location
Dependable, responsive team player
31. What Can You Bring?
New Task Orders on Incumbent Business
New Projects You Can Help Them Win
Solutions to Known Problems
Contacts You Can Offer
Benefits For Their Clients
Track Record On Relevant Past Projects
Cleared Staff
Location
33. Teaming in Federal Contracting
FAR Subpart 9.6
– An agreement:
between two or more companies to form a joint venture or
partnership to act as a potential prime contractor (JV model);
or
between a prime contractor and one or more companies
proposed to act as subcontractors under a particular
Government contract or acquisition program (prime/sub
model);
– Entered into prior to the submission of a proposal in
response to an RFP; and
– Must be recognized if disclosed in a proposal, or after
contract award if approved before becoming effective.
– Temporary, not permanent
34. Other Key Teaming Concepts
Project-specific is typical
Mentor – Protége: Expanding!
– Contingent & Non-Contingent
8(a) & MP Programs under review
35. The Big Four Teaming Types
Prime Contractor / Subcontractor
Joint Venture
Mentor – Protégé
General Services Administration (GSA)
Contractor Teaming Agreement (CTA)
Others: Licensing, distribution, coop R&D
36. Prime Contractor/Subcontractor
Most common
Prime has direct contact and responsibility
(privity) with the government
Prime is in control
– Wants flexibility (vs. subcontractor desire for
guarantees)
Subcontract might require review by
contracting officer and/or finalization prior
to the final offer to the government.
37. Prime Contractor/Subcontractor
FAR clauses that can “flow down” to the sub:
Mandatory: FAR requires these. Often public policy (e.g. equal
opportunity, drug-free workplace)
Advisory: Included to protect the prime. (e.g., termination for
convenience, changes)
Negotiable: Situational usage / Discretionary
Read, Review, Reflect…and be ready to Revise or Reject.
Understand compliance & costs.
Get Legal Advice, Early & Often.
38. Prime Contractor/Subcontractor
A Small Business must perform a minimum
work percentage for set-asides:
– Service: > 50% of the cost of the work.
– Supplies: > 50% of the manufacturing costs,
excluding materials
– General construction: > 15% of the costs,
excluding materials.
– Specialty construction: > 25% of the costs ,
excluding materials.
39. Mentor - Protégé
Experienced contractor assists a less
experienced small business.
Mentors benefits can include:
– Management, financial and/or technical
assistance
– Loans and/or equity (40% limit) investments.
– Cooperation on joint venture projects
– Opportunities to subcontracts under its prime
contracts
40. Mentor - Protégé
Mentor benefits can include:
– Credit toward subcontracting goals
– Financial reimbursement
Common Mentor Requirements
– Might be large or small
– Capability & commitment to assist Protégé
– Profitable the last two years
– Knowledgeable in government contracting and
in good standing
41. Mentor - Protégé
Protégé requirements vary by program:
– Must be a small business
– Some require socio-economic designation.
– MP programs include: SBA , Army, DHS, DOE,
FAA, NASA, HHS, State Department, Treasury
Department, DOD, GSA
Cost Reimbursement / Credit Varies
– DoD Programs often cost-reimbursed
– Civilian agency programs usually credit-only
42. A Word On Mentor-Protégé
“Give Me
Your Car
Keys.”
John Long, VP Business Development,
Civil Systems Division, Northrop Grumman
43. Joint Venture
Limited purpose partnership. Each party
liable to government & 3rd parties.
Can be JV agreement or new legal entity
– e.g. LLP/LLC/Corp, DUNS, CCR, ORCA, banking
– JV partners “affiliated” for size classification.
Qualified SDVOB, 8(a) and Mentor – Protégé
JV’s may be exempt from affiliation, based
on size of contract and sizes of participants
44. Joint Venture
Must be approved before proposal submitted
– Size eligibility: FAR 19.101(7)(i)
– Defines how partners share work, risk,
responsibility, profits
Each party has privity with the government
3/2 rule: JV can do up to 3 proposals in 2 years
Agencies may have preferred
JV arrangements / forms. Ask!
45. GSA Contractor Teaming
Arrangement (CTA)
GSA schedule contractors create joint
turnkey offering that neither could provide
alone.
Not a subcontract or JV: Each contractor
has privity. No new legal entity is formed.
Note: Non-schedule holders can’t do a CTA, but may
subcontract to schedule holders using traditional
subcontracts.
More
:
46. When Teaming Becomes
Affiliation
FAR & SBA Definitions
Key Concept: Control
– direct or indirect; actual or potential; mutual or
third party
– Ownership (eg voting, stock, options, trusts)
– Management or common facilities
– Contracts (JV, franchise, licensing, teaming)
References: FAR Subpart 19.1 & SBA 13 C.F.R 121.103
GCME: p 115
48. The Teaming Agreement (TA)
Private contract between two or more parties
governed by contract law & Uniform Commercial Code
– Interim agreement
– Superseded by negotiated post-award contract
Post 2010, law requires
– Bid-win-perform on subcontracting plans
– 90 day payment accountability to subs
Terms & obligations govern relationship of the parties.
Enforceability requires specificity & clear statements.
49. Nondisclosure Agreement (NDA)
Precursor / support for teaming
– Defines proprietary or confidential information
and exclusions
– Provides the purpose for disclosure
– Limits use by teammates and disclosure to 3rd
parties
– Protects existing client and vendor relationships
– “One-way” or “two-way”
Read theirs. Draft yours.
Get Legal Help.
More
:
50. Other Potential
Non-Binding TA Precursors
On-Ramps from discussions to a TA
Letter of Intent (LOI)
Memorandum of Understanding (MOU)
Memorandum of Agreement (MOA)
Agreement to “explore the relationship”.
E.G.: issues to be addressed in TA,
minimum binding terms, key points
51. Mini-Case #1
Agency publishes RFP
Your past performance covers 4 out of 6
mandatory requirements
Your company holds a GSA Schedule
Contract is set aside for HUBZone
Your company is WOSB/SDVOB
– Would you bid solo, or team?
– If team, what kind & why?
– What else would you want to know?
55. Building Fit:
The Meeting & Briefing Toolkit
1. Market Research Essentials
2. The Unique Value Proposition
3. The Tailored Capability Statement
4. Six Simple Slides in 600 Seconds
5. The Follow-up Sweet Spot
56. Pre-Teaming:
Find The Business
Example Notes Reactive Proactive
>$25K open/awarded & pre-
√ √
solicitation info
Prime subcontracting needs √
Procurement forecasts √
Subcontracting directory &
√ √
procurement forecast
DOD subcontracting plans √ √
Procurement histories √
Shows, publications,
Other matchmaking, prime √ √
websites, industry days
58. Typical Research Questions
Which agencies’ problems do I solve?
When do current contracts expire?
What contract vehicles do they like?
What set-asides do they favor?
Who are the incumbents / competitors?
How soon do I position for teaming?
Who are “small” partners / competitors?
60. Unique Value Proposition
Concise appeal
In your audience’s language,
Focused on their needs, problems, issues.
What solution
"Our interactive 3D maintenance training aids allow
Helps who
people who maintain and repair military equipment
Do what to accelerate learning in complex equipment, thus
enabling first-time-right repairs and
To solve what optimizing operational readiness
problems? at a lower cost."
61. Basic Capability Statement
Core Competencies
Past Performance
– Prime, Sub, or Commercial
– Relevant Projects, Value, POC
– Contract Vehicles
Unique Value Proposition / Differentiators
Company Data
– Revenue, Employees, Locations, DUNS, Certifications, NAICS
Contact Information
61
62. Tailored Capability Statement
Your Contact’s Top Needs
Relevant Past Performance, UVP
Suitable Contract Vehicles
Project-Specific References
63. Capability Briefing:
Six Simple Slides
Who You Are Core Capabilities The Opportunity
Basic Company Info 1. Specific
2. agency, project
3.
4.
Unique Value Past Performance Meeting Objectives
Proposition
Show where you’ve
done it before
GCME p. 128
64. The Follow-up Sweet Spot
Were these the right people?
– Today?
– Referral to someone else?
Apathy Pestilence
What questions remain?
– Yours
– Theirs
When & how to follow-up?
Need more materials?
Got everyone’s card?
65. Avoid Five Top Teaming Traps
Be selective.
Do your homework.
Read rules & seek SBA guidance.
Use a teaming agreement.
Bring business.
66. Due Diligence Resources
Open (Victory In Procurement) Forum: Government Contracts
www.openforum.com/governmentcontracting
Past Performance Information Retrieval System http://www.ppirs.gov/
Open Ratings http://openratings.com/
Excluded Parties List System https://www.epls.gov/
D&B PAYDEX https://www.dnb.com/product/ptpsampl.htm
Uniform Commercial Code
http://en.wikipedia.org/wiki/Uniform_Commercial_Code
67. Teaming Agreement Resources
DOD Guidebook for Facilitating Small Business Teaming Arrangements
www.acq.osd.mil/osbp/docs/dod_OSBP_Guidebook_for_Facilitating_Sm
all_Business_Team_Arrangements.pdf
SBA Table of Small Business Size Standards
www.sba.gov/sites/default/files/Size_Standards_Table.pdf
Teaming Agreement Enforceability
http://www.whaylaw.com/Teaming_Agreement_Enforceability.htm
Non-Disclosure Agreements
http://www.bitlaw.com/forms/nda.html
http://www.wipo.int/sme/en/documents/disclosing_inf.htm
68. Mentor-Protégé & CTA Resources
SBA Mentor – Protégé Program
www.sba.gov/content/mentor-prot%C3%A9g%C3%A9-program
DoD Mentor-Protégé Program
http://www.acq.osd.mil/osbp/mentor_protege/
GSA Contractor Teaming Arrangement
http://www.gsa.gov/portal/content/200553
69. What You Learned
Defining Fit:
What Primes Really Want
Determining Fit:
Creating Your Checklist
Teaming Types
Teaming Agreements & Beyond
Building Fit:
The Meeting & Briefing Toolkit