A lot of digital ink, including some in this space, is dedicated to ensuring that government contractors have the right contracts.  That’s true, especially in IT where standing contracts account for at least half of federal business.   No matter how many contracts your firm holds, though, you have to have the right people to pursue business and ensure proper management of those contracts.  Few of us would use a screwdriver to hammer a nail.  Yet, that’s exactly what some federal contractors practice.  Trying to use people who are good at one thing to do another and get by on the cheap.  A classic example, though far from the only one, is the company that expects its contract managers to also hold a sales territory.  Putting aside for the moment that these jobs, both important, require very different skill sets, you’ve just set your company up to fail using this approach.  You’ll either get good sales and poor contract management or great management without a lot of sales.  Either can cost you time and money.  Good people, put in the right positions, can grow your business far more than a baling wire and chewing gum approach.  Experience may cost a little more to both obtain and retain, but knowledge pays off for your company multiple times over.