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The People Who Really Pull the Strings

Government procurement decisions aren’t made in a vacuum. Behind every contracting officer are technical experts, budget authorities, and organizational influencers who shape the decision before it’s ever official. These are your target personnel - the people who don’t sign contracts but determine who gets them. The secret: While your competitors are focused on the obvious government POCs, smart contractors are building relationships with the hidden influencers who actually drive decisions.

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The Three Circles of Influence

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The Technical Power Players

These people determine if your solution is technically sound:
  • Subject Matter Experts: The technical gurus who evaluate whether your solution will actually work
  • System Architects: The people who designed the current systems and know all their weaknesses
  • Power Users: The operational staff who will actually use your solution daily
  • Technical Advisors: Consultants and contractors who advise the government on technical decisions

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The Organizational Decision Makers

These people control resources and set strategic direction:
  • Senior Leadership: Directors and executives who set program priorities
  • Budget Controllers: The people who decide how much money to spend and on what
  • Requirements Authors: The staff who wrote the requirements and know what the government really needs
  • Change Champions: The people driving modernization and willing to take risks on new approaches

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The Outside Influencers

These people shape opinions from the outside:
  • Industry Advisors: Former government officials who now work in private sector but still have influence
  • Congressional Staff: The people on the Hill who control budgets and oversight
  • Watchdogs: GAO, IG, and audit people who can kill programs or validate approaches
  • Industry Leaders: Association heads and thought leaders who set best practices

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How to Find the Hidden Influencers

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Start Your Detective Work

Follow the org chart, but don’t stop there:
  • Government websites show official structure, but real influence often flows differently
  • LinkedIn connections reveal who knows whom and where they worked before
  • Conference speaker lists identify the thought leaders and respected experts
  • Technical publications show who’s writing about your problem space
  • News articles and quotes reveal who gets asked for opinions

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Where to Look for Intelligence

Public sources that reveal influence patterns:
  • Agency websites and personnel directories
  • Professional association membership lists and board members
  • Conference attendee lists and speaker biographies
  • Research publications and white paper authors
  • Social media profiles showing connections and interests

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Follow the Conversation

Find out who’s talking about your issues:
  • Who speaks at industry conferences about the challenges your solution addresses?
  • Who gets quoted in trade publications when journalists write about your market?
  • Who appears on panels and committees related to your technology area?
  • Who has written articles or research about the problems you solve?

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How to Engage the Right People

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Direct Relationship Building

Get in front of them professionally:
  • One-on-one meetings: Schedule briefings to share your expertise and learn about their challenges
  • Conference networking: Attend industry events where they speak or participate
  • Technical demonstrations: Show them how your solution works and get their feedback
  • Educational sessions: Offer to share knowledge about trends and best practices in their field

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Indirect Influence Building

Build your reputation in their circles:
  • Thought leadership: Write articles and speak at events about topics they care about
  • Event sponsorship: Support conferences and professional events where they participate
  • Association involvement: Join and contribute to professional associations where they’re active
  • Mutual connections: Get introductions through people who know both of you

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The Long Game

Remember: These relationships take time to build but pay dividends for years
  • Start building relationships 12-18 months before you need them
  • Focus on adding value to their mission, not selling your products
  • Stay connected even when you’re not pursuing active opportunities
  • Be patient - influence relationships develop slowly but last longer
Example Success: A contractor spent two years building relationships with technical SMEs at an agency. When a major modernization opportunity came up, those SMEs advocated for the contractor’s innovative approach over three larger competitors who had focused only on the official procurement contacts. Ready to learn about comprehensive stakeholder mapping to connect all these relationships?