Changing business environment Both threat and opportunity Gone are - - PDF document

changing business environment
SMART_READER_LITE
LIVE PREVIEW

Changing business environment Both threat and opportunity Gone are - - PDF document

The Aerospace & Defense Forum San Diego Chapter June 24, 2014 Eric Basu, CEO Sentek Global ebasu@sentekglobal.com www.sentekglobal.com Changing business environment Both threat and opportunity Gone are the boom days of


slide-1
SLIDE 1

The Aerospace & Defense Forum San Diego Chapter June 24, 2014 1 Eric Basu, CEO Sentek Global ebasu@sentekglobal.com www.sentekglobal.com

2

Changing business environment

  • Both threat and opportunity

Gone are the “boom’ days of defense contracting. Significantly increasing competition for contracts Companies downsizing and closing their doors

slide-2
SLIDE 2

The Aerospace & Defense Forum San Diego Chapter June 24, 2014 2

3

Most forward looking companies realized they needed to diversify their revenue streams but most defense companies are unsuccessful at this.

Why is this so difficult?

4

Founded 2001 130 employees, ~$30M in revenues Engineering Services to DoD

  • Approx. 2004 we took a strategic repositioning to

focus on Cybersecurity – anticipation of the increasing need

  • Approx. 2010 we started developing B2B services

focused upon Cyber security

slide-3
SLIDE 3

The Aerospace & Defense Forum San Diego Chapter June 24, 2014 3

Government Commercial Government

  • Compliance
  • DoD RMF,
  • Computer Defense
  • Firewalls, Intrusion Detection

Systems, Managed Security Services, Forensics

  • Purchased through large IT contracts
  • Computer Attack
  • Penetration testing, Vulnerability

assessments

  • Security Processes and

Management

  • Requirements based
  • No cyber insurance
  • Not agile at all

Commercial

  • Compliance
  • PCI, HIPAA, Sarbanes Oxley
  • Computer Defense
  • Firewalls, Intrusion Detection Systems,

Managed Security Services, Forensics

  • Purchased separately
  • Computer Attack
  • Penetration testing, Vulnerability

assessments

  • Actual attacking not common on

commercial side – “dark gray”

  • Security Processes and Management
  • Cost/benefit based as well as

requirements

  • Cyber insurance is common
  • Tend to respond more quickly to a

changing environment 6

Product offerings Sales force restructuring Marketing Accounting issues Investment Culture Change

slide-4
SLIDE 4

The Aerospace & Defense Forum San Diego Chapter June 24, 2014 4

7

What the military will buy is not what companies

  • r consumers will buy, generally

DoD/Government B2G– custom build for

everything, purchase “by the body”

Commercial B2B – COTS, expect you to invest in

development

Consumer B2C – Will buy small to medium sized

purchases in large quantities

DoD

  • 18-24 month sales cycle
  • Complex solution sale
  • Presale is key and can take

>12 months

  • Local preferences
  • SB and set aside

preferences

  • Teaming is critical
  • Capture management is

key

  • Proposal as important as

the pre-sale

B2B

  • 1-5 month sales cycle
  • Solution sale but much

simpler

  • Local preference not as

strong

  • No set aside preferences
  • Presale is everything,

proposal is generally secondary

  • Capture management non-

existent or greatly compressed

slide-5
SLIDE 5

The Aerospace & Defense Forum San Diego Chapter June 24, 2014 5

9

SPAWAR mantra – “marketing is walking around

SPAWAR”

  • This is true of other industries where there is one large

customer, but is not good business

B2B marketing requires being known to a large

number of potential client companies

  • Much larger market requires different marketing

B2C marketing requires being known as a brand

name to consumers, marketing to large audiences to get many smaller sales

10

Need to understand how commercial sales will fit

into your overall accounting

  • Separate division
  • Separate cost center
  • Separate corporate structure
  • Which costs can be put into government overhead
  • Don’t want to endanger government cost structure and

pay penalties

slide-6
SLIDE 6

The Aerospace & Defense Forum San Diego Chapter June 24, 2014 6

11

Sentek reinvested its profits into the commercial

practice

  • Talent, hardware, software, lab, training, management,

accounting, contracts support, sales, marketing

This required a determined approach from

management and the owners to put cash flow back into the business

12

Resistance to change Fighting against success of DoD only contracting -

like young investors in the late 90’s

Wrong management and talent sets (DIACAP vs

Technical)

Lack of Project management skills Dealing with perception of threat to existing

personnel and work

Dealing with customers – moving talent from butts in

seats to commercial project work

Understanding the existential requirement for change

– CEO’s job

slide-7
SLIDE 7

The Aerospace & Defense Forum San Diego Chapter June 24, 2014 7

13

Commercial practice has grown every year since

2011

Recognized and growing brand name in B2B

space for cybersecurity

Internal management and sales structure refined

and smooth

Internal understanding of what and why of

commercial practice

14

Eric Basu ebasu@sentekglobal.com 619-543-9550