For government contractors of $25M to $500M
The number your bank asks for,and the activity behind it.
Your sold work is in your financial system. Your pipeline is in a spreadsheet nobody fully trusts. Every month someone hand‑builds a forecast from both, and the board asks why the number moved. GovCon Command holds both, shows what changed and who changed it, and gives you a monthly number you can defend.
Used by mid‑tier defense and federal contractors. Built by a government contracting executive who ran a $3 billion pipeline.
Seventy‑five seconds. Sound on when you press play.
[ 01 ] The problem
You paid for a CRM. You are still reconciling a spreadsheet.
You spent a year trying to bend a CRM to how a government contractor works. The consultant kept promising. Your account managers hated it, so they stopped logging, so the pipeline went stale.
Then the bank, or the board, asked for the number. Finance pulled sold work out of the accounting system. Business development pulled the forecast out of a spreadsheet. The two did not agree, and the one person who could reconcile them was the only one who knew why.
You did not need more software. You needed to trust one number: what is sold, what is likely, what expires, and what your people did this week to move it.
[ 02 ] Proof
A CEO who lived it.
He ran his firm on four systems that never agreed. His bank reporting runs on this now.
“We had four systems that never agreed with each other, and the thing reconciling them was a person. Pipeline, funded backlog, and the staffing to deliver both now sit in one book — when somebody asks what a pursuit was worth back in January, there’s an answer. Mike sat with our capture team, watched how the work actually gets done, and built that. I’ve bought software from companies with a hundred people that did less.”
One customer’s numbers, September 2026. Rounded.
[ 03 ] The test
Four questions you answer without calling anyone.
“What did we say this pursuit was worth in January?”
“Which contracts expire in the next twelve months without a replacement pursuit?”
“How much of the fiscal‑year target is funded, growth on contract, or still go‑get?”
“Which account manager has met with this customer lately?”
The answer comes from the same place your team works in, so it is the same answer the second time someone asks.
[ 04 ] Who it is for
Who this is for.
Government contractors of roughly $25M to $500M with an account team, and a CFO or CEO who owns the number for a bank, a board or an investor.
It fits when sold work lives in your financial system, the pipeline lives somewhere else, and one person spends days every month making the two agree.
It is not for an owner who is also the whole sales team, or a firm that already runs its business inside Salesforce and likes it.
[ 05 ] Your data
Your pipeline stays yours.
No document storage. The spreadsheet you import is read once and never kept, so there is no CUI here to protect.
What it holds
Agencies and end customers, NAICS codes, contract types, values, dates, win probability, labor categories and rates, and your users’ names and emails.
One customer, one database
Your pipeline is the most competitive thing you own, and the firm you are bidding against might be our next customer. Every customer gets its own database. Nobody else’s rows are behind a filter next to yours.
Your data, if you leave
Everything exports to Excel on day one and on your last day, including the history of every change. If you stop, you lose a tool, not your record.
What it does not do
It does not write proposals, store documents, run your accounting or replace your timekeeping. It scores bid/no‑bid against your own rubric; your people decide.
Where certifications stand
Not FedRAMP authorized. No SOC 2 report yet. No CMMC assessment. Ask where SOC 2 stands and you will get a straight answer.
[ 06 ] Getting in
Live in ten business days, from the spreadsheet you already have.
You provide a pipeline export, your active contracts, labor categories and rates, and one person who can spot a wrong number.
Ten business days. About three hours of your time.
Next step
Bring the number you cannot reconcile today.
Twenty‑five minutes on sample company data, with Mike. He will show you where your backlog, your forecast and your account activity would sit, and what the board slide looks like after.