Winning a NASA SEWP VI contract is a major accomplishment. But as Jeff Hopkins and Dwight Gibbs discussed during their recent LinkedIn Live event, receiving an award is only the beginning. Success under SEWP VI will depend less on simply having a contract and more on how well organizations prepare, execute, and build relationships.
With more than 1,600 contract holders and expanded services capabilities, SEWP VI introduces more opportunity—but also significantly more competition. Organizations that treat the contract as a long-term business strategy rather than simply another contract vehicle will be best positioned to win.
Here are some of the biggest takeaways from the discussion.
One of the most significant differences between SEWP V and SEWP VI is scale.
SEWP V included roughly 144 contract holders. SEWP VI expands that number to more than 1,600 while also broadening support for services. That means simply earning a contract no longer provides much of a competitive advantage.
As Jeff Hopkins put it:
"Just because you have a contract doesn't mean you're going to get business."
Winning will require companies to clearly demonstrate why government buyers, OEMs, distributors, and teaming partners should work with them instead of hundreds of other qualified vendors.
Before responding to a single RFQ, organizations should make sure the fundamentals are in place.
That includes:
Hopkins emphasized that paperwork shouldn't become the reason an opportunity slips away. In many cases, delays in legal reviews or missing agreements can cost companies business before they ever submit a quote.
One theme came up repeatedly throughout the discussion: relationships drive success.
That starts with OEMs.
Companies should invest time now building relationships with manufacturers, understanding certification requirements, establishing reseller agreements, and demonstrating they're dependable partners who communicate well and pay on time.
The same applies to subcontractors, distributors, and even fellow contract holders.
For service providers especially, teaming agreements will become increasingly important as organizations work together to provide complete solutions across labor categories and technical capabilities.
For organizations new to SEWP, understanding how opportunities move through the acquisition lifecycle is critical.
Hopkins outlined a straightforward progression:
One important reminder: don't wait until the last minute.
Items & LCATs must be loaded into SEWP before quoting, and while new CLINs can often be added quickly, companies shouldn't assume they'll have extra time. Missing deadlines because required products or labor categories weren't loaded in advance is entirely avoidable.
Receiving an award doesn't end the work.
According to Hopkins, post-award execution is often what determines long-term success.
Government buyers expect:
Perhaps most importantly, SEWP tracks contractor performance. Delivery timelines, reporting compliance, and overall execution all contribute to how contract holders are viewed on future opportunities.
In other words, every order becomes part of your reputation.
With so many contract holders competing for business, Hopkins advised against chasing every RFQ that appears.
Instead, companies should focus on opportunities where they have:
Submitting dozens of low-probability quotes consumes resources without necessarily improving results. Organizations are better served by investing time in opportunities where they can truly differentiate themselves.
The conversation also highlighted several pitfalls that can damage both performance and reputation.
Among the biggest:
Transparency and communication consistently outperform trying to hide problems.
As Dwight Gibbs noted, organizations should "deliver bad news early." Government customers appreciate proactive communication far more than unexpected surprises late in the process.
Perhaps the biggest message from the discussion wasn't about technology or process—it was about trust.
Successful contract holders earn repeat business by being responsive, communicating consistently, honoring commitments, and becoming reliable partners for agencies, OEMs, Partners, and the broader SEWP community.
SEWP VI offers tremendous opportunity, but organizations that approach it strategically—and invest in relationships before opportunities arrive—will be the ones best positioned to grow.
If you couldn't join the discussion, you can still catch the full conversation with Dwight Gibbs and Jeff Hopkins, where they dive deeper into SEWP VI changes, contract management best practices, and practical lessons learned from decades of SEWP experience.
👉 Watch the full LinkedIn event here: (1) SEWP VI: You got the award. Now what? | LinkedIn
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