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Open Form Workshop MGS – NATO Presented BY Todd Morgan representing entire MGS Staff

Open Form Workshop MGS – NATO Presented BY Todd Morgan representing entire MGS Staff. ManTech Proprietary. Agenda. 2008 Revenue Goals 2008 Pipeline Top Revenue Opportunities Resource Requirements Organizational Changes. ManTech Proprietary. 2008 Projections.

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Open Form Workshop MGS – NATO Presented BY Todd Morgan representing entire MGS Staff

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  1. Open Form Workshop MGS – NATO Presented BY Todd Morgan representing entire MGS Staff ManTech Proprietary

  2. Agenda • 2008 Revenue Goals • 2008 Pipeline • Top Revenue Opportunities • Resource Requirements • Organizational Changes ManTech Proprietary

  3. 2008 Projections 70% revenue growth in 2007 2008’s revenue target will require growth in excess of 100% ManTech Proprietary

  4. 2008 Revenue Breakout New Business accounts for 46% of Revenue in 2008 ManTech Proprietary

  5. Current/Backlog Business byMonth ManTech Proprietary

  6. 2008 Pipeline NATO Pipeline JCCC - Kosovo (45%) JCCC - KAF (45%) JCCC - ISAF HQ (45%) Studio (RPX) VTC (45%) NRF DCIS (30%) CIS O&M JFC-Brunssum (30%) - 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 2008 Revenue Out Yr ManTech Proprietary

  7. 2008 Weighted Pipeline ManTech Proprietary

  8. Total 2008 Forecast Build Up ManTech Proprietary

  9. Total 2008 Forecast Build by Month $4.5M $5.5M $9.9M $13.1M Quarterly Revenue ManTech Proprietary

  10. Revenue Generators • 90% of our incremental revenue hinges on four upcoming NATO RFP’s • Three of the are CIS O & M service delivery contracts in war zones. • These projects fit our BD strategy and we have strong past performance • We should also obtain some synergy with these proposals allowing us to leverage our limited BD budget. • The success of these project awards lies in our pricing, teaming and partnering strategies (plus a compliant proposal). • We are already working on these strategies and will be involving the corporate pricing team much earlier in the process • Ultimately allowing us to present NATO with most price competitive proposals. • The forth opportunity we are targeting is a Large VTC acquisition • Again this projects fit our BD strategy and we have strong past performance • We have the technical expertise to respond and the support of the manufacture ManTech Proprietary

  11. Capture Plan Highlights (CIS – O & M) • Known Competitor / Teaming • ATCO – Frontec • Lindy is arranging a meeting a EU based ATCO – Frontec representatives • Mantech as the prime, is going to offer ATCO - Frontec slots on our team, on all three proposals • Should they not want to team we go head to head on all three • Should they push to prime one of them we sub to them on the Kosovo project • Pricing • As always – Price is King at NAMSA and NC3A • We are working on new sub-contract relationships which will allow us to present staffing combinations which reduce our project proposal costs • Staffing Mix • Normal pressures • Add employees to help our rates • Team with DSG as an internal partner • Neither of these are going to be driving factors in our decisions ManTech Proprietary

  12. Capture Plan Highlights (CIS – O & M) • Very simply - How will these fall together • Team members will be offered slots based on price • This includes DSG • Should Subs and consultants bring the lowest costs to the Proposal we could end up with as little as two or three employees (US or British) managing each project ManTech Proprietary

  13. Resource Requirements • B & P Dollars • Proposal Resources • Finance • HR • Contracts • Security ManTech Proprietary

  14. Proposal Resources • Proposal Generation • We would like to assume that all three RFP will be very similar to the NTM-I proposal Marv managed in 2006. • However we would be remiss in not planning for major deviations • Especially considering the RFP’s will be released by two different organizations (NAMSA- Kosovo and NC3A- KAF & JCCC) • Even if all three of these are very similar but we are required to present the candidates with each proposal (53, 37, & 95)– will mandate large efforts for each opportunity • We will use our internal SME’s (Ron Vanleishout and Clint Barnes) ManTech Proprietary

  15. B & P Dollar Requirements • B & P Dollars ManTech Proprietary

  16. Finance • MGS is different • MGS has direct overhead costs • MGS has full time marketing costs • MGS has high travel expenses • MGS must have the ability to manage its costs and make spending trade off decisions • MGS needs an individual • Operating Budget • to manage its business ManTech Proprietary

  17. HR • Hiring packets • Employees and Consultants • Let show consultants how to do business in Belgium • Compensation plans with innovation, giving Mantech recruiting advantages and hiring options ManTech Proprietary

  18. Contracts • Purchasing process is very cumbersome • Very time intensive • Non responsive to client demands • This is one of those situations where it does not matter what operations requires to meet our contractual obligations as long as we can pass an audit • Note: these comments are directed at the PROCESS and NOT the persons • Implementing the process ManTech Proprietary

  19. Security • Security staff is meeting our requirements • Many of our requests can be very demanding to meet operational deadlines. ManTech Proprietary

  20. Organizational Structure Changes • Put in Chart ManTech Proprietary

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